The summary analyzes a SWOT analysis document for Sinai Hospital. It identifies the hospital's main strengths as high performance in heart bypass surgery, heart failure, and hip replacements. Weaknesses include high patient acuity, short staffing, and poor management. Opportunities exist through lack of competition and community support. Threats include losing key staff and new competitor technologies. The summary effectively highlights the key points from the lengthy document in a concise manner.
Remote Patient Monitoring System at Mayo ClinicPeachy Essay
The Remote Patient Monitoring (RPM) system at Mayo Clinic allows doctors to monitor patients' health from a distance. It involves collecting biometric data from patients through mobile devices and transmitting it to medical practitioners. Mayo Clinic developed its RPM system to address issues like rising patient admissions, high emergency room visits, and the need to improve access to specialty care. The system is managed by the Center for Connected Care and involves training for medical staff. Strict security and privacy measures protect patient data collected by the RPM system.
The Future of Hospital Care and Management: HIMS for the WinLucy Zeniffer
The Future of Hospital Care and Management: HIMS for the Win" elucidates the transformative impact of Hospital Information Management Systems (HIMS) on healthcare. This analysis navigates the integration of digital solutions and patient-centric strategies, optimizing care quality and operational efficiency. Harnessing data analytics, HIMS revolutionizes hospital care and management, shaping the future of healthcare delivery.
Implementing A Certified Electronic Health Record SystemCrystal Torres
The document discusses implementing a certified electronic health record system in a healthcare organization to improve patient safety, ensure privacy and security of patient data, and improve patient outcomes. It addresses the progress many health systems have made in meeting meaningful use regulations through using electronic health records and systems like Epic. Barriers to successful implementation are also discussed.
Digital Transformation In Healthcare_ Trends, Challenges And Solutions.pdfLucas Lagone
Explore digital transformation in Healthcare, Trends, face challenges, and discover effective solutions for a seamless transition in the healthcare industry.
This document provides an overview of Skynet Inc. and Healwis Group, two companies in the healthcare industry. Skynet is a software development company specializing in mobile health technology, while Healwis offers general and specialized health examinations. Both companies have hired consultants to help address current issues - Healwis wants to expand its services, and Skynet wants to increase its customer base. The document then analyzes the healthcare industries in China and the US, including different business models, as well as the growing mHealth industry in both countries. It concludes with recommendations for each company, suggesting Healwis expand insurance acceptance and utilize mHealth, while Skynet increases its international presence and works with wearable device
Expert Opinion - Would You Invest In A Digital Doctor_Hamish Clark
This document discusses the future of healthcare in the Middle East and opportunities for investors. It notes that healthcare systems are struggling to keep up with increasing demand and costs of chronic diseases. New technologies like artificial intelligence, robotics, and digital healthcare delivery could help address workforce shortages and improve productivity. These changes may significantly alter the roles of clinicians over the next 5 years. The document suggests investors should consider companies applying these new technologies to reinvent healthcare models.
Please follow instructions carefully. Thank you so kindly. Ass.docxmattjtoni51554
The document discusses key changes in quality management and patient safety in the healthcare industry. It outlines several major developments that have advanced this area, including a 1999 IOM report that found medical errors resulted in up to 98,000 deaths per year. This prompted increased focus on quality, errors, and transparency from hospitals and regulators. It also discusses ongoing challenges like the need for standardized quality measures and electronic medical records to further improve outcomes.
1Running Head MEDICAL PROFESSIONS PROVIDING HEALTHCARE SERVICES.docxfelicidaddinwoodie
1
Running Head: MEDICAL PROFESSIONS PROVIDING HEALTHCARE SERVICES, LLP
MEDICAL PROFESSIONS PROVIDING HEALTHCARE SERVICES, LLP
23
Medical Professions Providing Healthcare Services, LLP
Green Group Business Plan Outline
Ma Vicky Caspe
Lily Che
Melissa Martin
Mary Nda
Kendra Smith
Grand Canyon University: HCA - 620
January 31, 2018
EXECUTIVE SUMMARY
Medical Professionals Providing Healthcare Services, LLP (“MPPHS”) is a Phoenix-based company specializing in providing quality healthcare services in urban and economically-depressed communities. Incorporated in June, 2012 we boast a strong executive team, led by our founder Dr. Mary Xing (Jones) and Chief Medical Officer Dr. Michael Tompkins. We have grown over the past 5+ years from a single-room clinic to a 200-bed hospital and 4 satellite clinics. MPPHS serves over 600 patients a day with a daily room occupancy approaching 95%.
As MPPHS grows, so does the competition, as larger medical institutions such as John C. Lincoln, The Valley Health System and the Mayo Clinic begin to take notice. In addition, the need to improve efficiency across the board (patient wait times, billing, staffing, etc.) has taken on greater significance, as our ability to properly serve customers is beginning to adversely affect overall operations.
Mission
As a participant in the healthcare management and services field within the medical industry, MPPHS prides itself on offering its services to a populace who historically has not had access due to financial constraints, societal norms and environmental conditions. Our mission has not changed since inception: To provide all regardless of economic and social standing equitable access to quality healthcare while focusing on the why (i.e. “why this patient is in our care”) instead of the who (i.e. “who is this person?”).
Company Objectives
MPPHS’ primary objectives are:
· Increase revenue by 10% Year-over-Year (YoY)
· Increase patient count by 5% YoY
· Increase bed capacity by 25% over the next 5 years
· Reduce response from 60 minutes to 45 minutes
· Reduce long-term operational debt by 25% over the next 5 years
MPPHS can accomplish this by developing an Electronic Medical Record (EMR) across all company-owned and operated facilities. Currently all staff submit paper records at the end of their shift to document control, which in turn manually inputs the information in the database developed internally by MPPHS technical staff. This was the process instituted from the company’s inception and has not been updated since. We have come to the realization this is an inefficient way to do business. Our wait times have gradually increase, exceeding one hour in some cases. Staff turnover is also increasing, reaching its highest of 85% retention. Historically MPPHS has been over 90% on-average.
By successfully implementing an EMR process and other related ones, MPPHS estimates we can improve our operational efficiency by 15% within 12 months. We feel ...
Remote Patient Monitoring System at Mayo ClinicPeachy Essay
The Remote Patient Monitoring (RPM) system at Mayo Clinic allows doctors to monitor patients' health from a distance. It involves collecting biometric data from patients through mobile devices and transmitting it to medical practitioners. Mayo Clinic developed its RPM system to address issues like rising patient admissions, high emergency room visits, and the need to improve access to specialty care. The system is managed by the Center for Connected Care and involves training for medical staff. Strict security and privacy measures protect patient data collected by the RPM system.
The Future of Hospital Care and Management: HIMS for the WinLucy Zeniffer
The Future of Hospital Care and Management: HIMS for the Win" elucidates the transformative impact of Hospital Information Management Systems (HIMS) on healthcare. This analysis navigates the integration of digital solutions and patient-centric strategies, optimizing care quality and operational efficiency. Harnessing data analytics, HIMS revolutionizes hospital care and management, shaping the future of healthcare delivery.
Implementing A Certified Electronic Health Record SystemCrystal Torres
The document discusses implementing a certified electronic health record system in a healthcare organization to improve patient safety, ensure privacy and security of patient data, and improve patient outcomes. It addresses the progress many health systems have made in meeting meaningful use regulations through using electronic health records and systems like Epic. Barriers to successful implementation are also discussed.
Digital Transformation In Healthcare_ Trends, Challenges And Solutions.pdfLucas Lagone
Explore digital transformation in Healthcare, Trends, face challenges, and discover effective solutions for a seamless transition in the healthcare industry.
This document provides an overview of Skynet Inc. and Healwis Group, two companies in the healthcare industry. Skynet is a software development company specializing in mobile health technology, while Healwis offers general and specialized health examinations. Both companies have hired consultants to help address current issues - Healwis wants to expand its services, and Skynet wants to increase its customer base. The document then analyzes the healthcare industries in China and the US, including different business models, as well as the growing mHealth industry in both countries. It concludes with recommendations for each company, suggesting Healwis expand insurance acceptance and utilize mHealth, while Skynet increases its international presence and works with wearable device
Expert Opinion - Would You Invest In A Digital Doctor_Hamish Clark
This document discusses the future of healthcare in the Middle East and opportunities for investors. It notes that healthcare systems are struggling to keep up with increasing demand and costs of chronic diseases. New technologies like artificial intelligence, robotics, and digital healthcare delivery could help address workforce shortages and improve productivity. These changes may significantly alter the roles of clinicians over the next 5 years. The document suggests investors should consider companies applying these new technologies to reinvent healthcare models.
Please follow instructions carefully. Thank you so kindly. Ass.docxmattjtoni51554
The document discusses key changes in quality management and patient safety in the healthcare industry. It outlines several major developments that have advanced this area, including a 1999 IOM report that found medical errors resulted in up to 98,000 deaths per year. This prompted increased focus on quality, errors, and transparency from hospitals and regulators. It also discusses ongoing challenges like the need for standardized quality measures and electronic medical records to further improve outcomes.
1Running Head MEDICAL PROFESSIONS PROVIDING HEALTHCARE SERVICES.docxfelicidaddinwoodie
1
Running Head: MEDICAL PROFESSIONS PROVIDING HEALTHCARE SERVICES, LLP
MEDICAL PROFESSIONS PROVIDING HEALTHCARE SERVICES, LLP
23
Medical Professions Providing Healthcare Services, LLP
Green Group Business Plan Outline
Ma Vicky Caspe
Lily Che
Melissa Martin
Mary Nda
Kendra Smith
Grand Canyon University: HCA - 620
January 31, 2018
EXECUTIVE SUMMARY
Medical Professionals Providing Healthcare Services, LLP (“MPPHS”) is a Phoenix-based company specializing in providing quality healthcare services in urban and economically-depressed communities. Incorporated in June, 2012 we boast a strong executive team, led by our founder Dr. Mary Xing (Jones) and Chief Medical Officer Dr. Michael Tompkins. We have grown over the past 5+ years from a single-room clinic to a 200-bed hospital and 4 satellite clinics. MPPHS serves over 600 patients a day with a daily room occupancy approaching 95%.
As MPPHS grows, so does the competition, as larger medical institutions such as John C. Lincoln, The Valley Health System and the Mayo Clinic begin to take notice. In addition, the need to improve efficiency across the board (patient wait times, billing, staffing, etc.) has taken on greater significance, as our ability to properly serve customers is beginning to adversely affect overall operations.
Mission
As a participant in the healthcare management and services field within the medical industry, MPPHS prides itself on offering its services to a populace who historically has not had access due to financial constraints, societal norms and environmental conditions. Our mission has not changed since inception: To provide all regardless of economic and social standing equitable access to quality healthcare while focusing on the why (i.e. “why this patient is in our care”) instead of the who (i.e. “who is this person?”).
Company Objectives
MPPHS’ primary objectives are:
· Increase revenue by 10% Year-over-Year (YoY)
· Increase patient count by 5% YoY
· Increase bed capacity by 25% over the next 5 years
· Reduce response from 60 minutes to 45 minutes
· Reduce long-term operational debt by 25% over the next 5 years
MPPHS can accomplish this by developing an Electronic Medical Record (EMR) across all company-owned and operated facilities. Currently all staff submit paper records at the end of their shift to document control, which in turn manually inputs the information in the database developed internally by MPPHS technical staff. This was the process instituted from the company’s inception and has not been updated since. We have come to the realization this is an inefficient way to do business. Our wait times have gradually increase, exceeding one hour in some cases. Staff turnover is also increasing, reaching its highest of 85% retention. Historically MPPHS has been over 90% on-average.
By successfully implementing an EMR process and other related ones, MPPHS estimates we can improve our operational efficiency by 15% within 12 months. We feel ...
Alliance Community Hospital on a mission towards Clinical TransformationVitreosHealth
Innovative initiatives that made Alliance Community Hospital a step ahead towards clinical transformation by providing better care delivery to its community. For more details visit: http://vitreoshealth.com/index.php/success-stories
Approximately 12 million adults experience a diagnostic error each year due to factors like poor identification, incomplete communication, and limited resources. Healthcare organizations struggle to address these challenges because of the growing amount of data and regulations. Without consolidated, clean data, achieving interoperability and high-quality patient-centered care is difficult. Healthcare organizations must focus on accurately identifying patients and providers, understanding care teams, establishing data governance, and reducing unnecessary expenditures in order to improve outcomes and meet evolving quality standards.
This document discusses how robotic process automation (RPA) can help address challenges in the healthcare sector. It describes how RPA can streamline processes like insurance approval, patient registration, and claims management by gathering data from multiple disparate systems. Implementing RPA can free up healthcare providers and payers to spend more time on high-value work while improving accuracy and reducing costs. The document also outlines some of the manual, repetitive tasks performed by providers and payers that are good candidates for initial RPA automation pilots.
The New Focus on Quality and OutcomesIntroductionIn 1999, the .docxoreo10
The New Focus on Quality and Outcomes
Introduction
In 1999, the Institute of Medicine (IOM) published a groundbreaking analysis of the impact of medical errors on the health care delivery system and the patients it serves. The analysis, published as "To Err is Human: Building a Safer Healthcare System," concluded that medical errors resulted in up to 98,000 patient deaths in American hospitals every year. This report hit the national press and participants in the health care system and the political system with the force of a large bomb. Since that time, hospitals and other health care entities have refocused their attention on quality, errors, and patient safety in an unprecedented way, urged on by public outcry and by federal and state efforts to compel improvements in the health care system. Such entities as the Institute for Healthcare Improvement (www.ihi.org) the National Quality Forum (www.qualityforum.org), and the Institute of Medicine (www.iom.edu) have all emerged as champions of quality and safety initiatives, offering training, resources, access to best practices, and data collection strategies to move the cause of quality and safety for patients forward.
History
The IOM report had a huge impact on the discussion of quality and safety in the health care field. Aspects of quality care have always been present in hospitals, typically focused around the quality assurance or quality management departments. They historically collected data on department indicators and monitored them as part of accreditation. However, departmental data was typically focused on operational performance in the departments in question, and not a great deal was collected on issues of medical errors and near-misses. The litigious legal climate caused most hospitals to fear collecting and sharing data that could potentially be used against them in a legal action. However, the IOM report caused a national demand to know what health care institutions were doing to protect their patients from injury caused by errors. A climate of increased transparency has begun to emerge, although it is still a very long way from the concept of full openness on standardized reporting of indicators. The Centers for Medicare and Medicaid Services (CMS) weighed in with publication of their never-events, as explored further below.
Finally there has been an increased push for public reporting of data on individual hospital performance on selected indicators. While some progress has been made, there is a large range of indicators that is not yet publically reported, and medical errors are not publically reported at all at this point, although those with great potential to cause harm must be reported to their relevant state licensing agency.
What Is Happening Now
Out of all this push has come an increasing focus on patient safety as a critical aspect of health care quality. Hospitals and other health care institutions are experimenting with the creation of cultures of quality, wherein ...
Harness Your Clinical and Financial Data with an Enterprise Health Informat...Perficient, Inc.
The importance of Enterprise Health Information Exchange (EHIE) as a key way to empower your physicians and patients and demonstrate meaningful use of electronic health records:
- Present the business case for EHIE as an important architecture that matters to progressive health systems
- Take a look at some of the market-leading EHIE architectures and products
- Provide real exam...ples of organizations that are using EHIE to improve their operations
Public Media Development and Marketing Conference 2013 - Atlanta, GA Healthca...TW Integrated Marketing
Healthcare is one of public media's top-performing underwriting categories, but it's also greatly affected by shifting government regulations, changing economic conditions and consumer preferences. Gain critical insight into the US Healthcare market segment.
Why A Healthcare System Is An Organization Of People,...Rachel Davis
The document discusses key factors to consider when implementing a new healthcare system in a country. It identifies 10 factors: healthcare professionals, facilities, medical supplies, business challenges, technology, community engagement, financing, legislation, education and training. Each of these factors is crucial to delivering effective medical services to the population.
Computer Technology’S Effect On The Practice Of Nursing EssayJessica Deakin
Computer technology has significantly impacted the practice of nursing. At one hospital, nurses use electronic documentation to record patient information and chart vital signs, medications, and other care. Computerized systems integrate various functions like lab results, prescribing medications, and patient tracking. While this hospital currently uses paper charting, it plans to implement online computerized documentation and physician order entry within a year to further improve patient care.
The document summarizes strategies that have increased upfront collections at hospitals. It describes how Danbury Hospital increased collections from 50% to 95% of amounts due at time of service by centralizing scheduling and financial clearance. It also discusses how Virginia Mason Medical Center trained employees in "financial sensitivity" and reported daily collection amounts by employee. Additional tips included educating emergency department clinicians on the registration role to facilitate collections and assigning patient access staff to inpatient units to build relationships and improve collections.
2015 05 01 Pop Health - Laying the Foundation (00000002)Dana Alexander
This document discusses population health management and outlines four key aspects: data control and governance, population management and risk stratification, care management, and patient engagement. It summarizes the challenges of collecting and analyzing large amounts of patient data from electronic health records, developing risk profiles of patient subgroups, implementing targeted care models, and encouraging patient accountability through new technologies. The overall goal is for healthcare organizations to successfully address these areas and achieve true population health management.
Running head BLESSED HEALTHCARE FACILITY MARKETING PLAN .docxtoddr4
Running head: BLESSED HEALTHCARE FACILITY MARKETING PLAN 1
BLESSED HEALTHCARE FACILITY MARKETING PLAN 11
Blessed Healthcare Facility Marketing Plan
Marilyn Diaz
Healthcare Marketing – MAR3712
Professor Christos Christou
Florida National University
June 9th, 2019
Abstract
Blessed Healthcare Facility is a newly emerging healthcare center located in Miami. This is a privately-owned hospital, which is administered and managed according to the Scheme of the Management approved by the Order of the High Court. This facility a total of 120 beds with 100 in-patient beds and 20 daycare beds. The inpatient specialties care includes gynecology, general surgery, and general medication. These are just but a few services being offered by this healthcare facility. Other services being offered include the Day Surgery; Chaplaincy services; physiotherapy and pharmaceutical services; radiology and the laboratory services; dietetic services, which are involving the provision of the nutritional assessment, education, and assessing the patients based on their nutritional status; and the consultant out-patient clinics. There is also service related to the continence management, control of the infections, palliative care as and the management of pain; and the clinical nurse's specialists in common illness such as diabetes.
Blessed Healthcare Facility Marketing Plan
Analysis of the Services
With regard to the Consultant Out-Patient Clinics, the goal of this facility is to move closer to home. This is aimed at adhering to the hospital policy which recommends for closer movement to home by the children specialist of this facility to ensure that the general pediatrics outpatient services are effectively provided. This approach is aimed at reducing the non-attendance during appointments. It also ensures that services are provided to more accessible regions thus helping in the creation of new physical clinic capacity. The goal of offering such kind of services is to help in increasing the number of pediatrics who are brought to the facility for clinic services (Hazel & Kussel, 2019).
With regard to Diagnostic Radiological and Laboratory services, there are pathological tests as well as x-ray examinations. The radiology department is providing high-quality diagnostic service to both in and outpatients. There are also radiology services for the Daycare, and these services are aimed at helping to diagnose the treatment. This, therefore, implies that most of the tests are done within the facility and patients are not referred to other facilities for laboratory procedures. Appointments are also allowed for the patients who are wishing to do so.
On physiotherapy services, the hospital has a staff who is experienced in the treatment of both in and out-patients by ensuring that patients are safe to achieve the optimum potential within the shortest time possible. Physiotherapists in this facility are .
How a healthcare management system (hms) is improving hospitals and clinicsShelly Megan
A healthcare management system (HMS) improves hospitals and clinics in several key ways:
1) It integrates and organizes the large amounts of data that healthcare organizations need to track, including clinical, financial, patient, and other medical data.
2) It allows doctors to access patient medical histories and test results digitally through electronic medical records, improving diagnosis and care.
3) It enhances the patient experience through online appointment booking, health assistance, and access to their own health records.
4) It automates administrative and documentation tasks through robotic process automation to reduce errors and improve efficiency.
NRS 451VN Grand Canyon University United Healthcare Organization Research.pdfbkbk37
The United Healthcare Organization is a large nonprofit health insurance provider based in Minnesota. It has grown significantly since being founded in 1974 and now serves millions of customers. The organization faces some challenges in the coming years regarding network growth, nurse staffing shortages, resource management, and improving patient satisfaction. While the organization has strategies to address these issues, it also has some cultural problems such as reports of discrimination and abusive management that could impact its strategic plan if not addressed.
There has been a growing emphasis on technology in Healthcare and Health Tech startups, and as a result, new businesses have emerged to capitalize on this trend. These new businesses have devised innovative methods to treat and diagnose patients, provided more affordable treatment options, and sped up the process of drug discovery and development.
Sequence Health Reduces the Stress of the Nursing Shortage with Technology-Ba...flashnewsrelease
Sequence Health aims to help healthcare practices and hospitals embrace different models of care that reduce their reliance on nurse-staffing agencies.
1Running Head CRITICAL THINKING NEW HOSPITAL PROPOSALCR.docxfelicidaddinwoodie
1
Running Head: CRITICAL THINKING: NEW HOSPITAL PROPOSAL
CRITICAL THINKING: NEW HOSPITAL PROPOSAL 2
Introduction
The system of healthcare in most of the countries is national based healthcare system whereby the government offers health care services to the public using governmental agencies. In Saudi Arabia for example, there are some growing private healthcare facilities. The government of many nations remains the full controller of the healthcare sectors both private and public. The private hospitals are both non-profit and profit for example in Saudi Arabia, most of these private hospital attracts several expats. Both the standards of both private and government hospitals are of more similarity. Some of the private healthcare facilities are of the world class but with poor health service delivery (Penm,2015).
Comparing and Contrasting the Legal Structure and Governance of the Profit and Non-profit international entities
Differences
The selected international entities include the Joint Commission International (non-profit), International Hospital Federation (non-profit) and the Kaiser Permanente (non-profit and profit). The legal structure of the Joint Commission International (JCI) follows the certification and accreditation of the hospital. The hospital must be evaluated first to see if the hospital complies with the standards and meets the activities needed by this entity. There are accreditation programs that any hospital must go through. This is then followed by the certification which can either be based on associated health care organization (Joint Commission, 2016). On the other hand, the International Hospital Federation requires a formal and documented request addressed to the Chief Executive Officer for one to be a member. The legal structure of Kaiser Permanente is consisting of two or three independent legal entities in each region of California (Finz, 2012). The applying employee must have been hired as a new Kaiser Permanente for an award-eligible post.
The governance of the International Hospital Federation is consisting of three organs i.e. the general assembly, governing council, and the executive committee. There are also the designated positions which consist of the president, chairman designate, immediate past president, treasurer, and the chief executive officer (International Hospital Federation, 2015). On the other hand, Kaiser Permanente is consisting of entities with each entity having its management and governance structure. There are regional entities and twelve Permanente Medical groups which were created by the Permanente Federation. The role of the Permanente is to standardized patient care as well as the performance (Finz, 2012). The governing of JCI is under the leadership of the President and the chief executive officer (Matt, 2011).
Advantages of the Entities
Join Commission International provides a wide variety of health care programs l ...
Pharmaceutical companies have been slow to adopt digital technologies and engage directly with consumers, unlike other industries that have transformed to business-to-consumer models. However, the healthcare system is shifting towards value-based care and consumers are taking a more active role in their healthcare decisions by researching options online. To remain competitive in this new environment and understand consumer needs, pharmaceutical companies will need to leverage real-world data from multiple sources, including electronic health records, social media, claims data, and patient-reported data. Partnerships that allow for integrated analysis of these diverse data sources will help pharmaceutical companies develop effective segmenting and targeting strategies aimed at consumers.
MMLP3.2InstructionsIn LP01.1, LP02.1, and LP03.1 you were aske.docxraju957290
MMLP3.2Instructions
In LP01.1, LP02.1, and LP03.1 you were asked to prepare milestones for a business plan. An executive summary, while written last, is the first part of a business plan. This document is what the executives will read to determine if the business plan has merit and may determine whether or not they will read the entire business plan. The executive summary covers all the key points of the business plan and should be 650-1,000 words. Must use 3 scholarly sources and cite APA.
Here are some helpful sources that discuss what to include in your Executive Summary:
· Chron
· SBA
REFERENCE ONLY: Below is the LP1.1 information
Description of the Business
Wickham Hospital is a rural hospital that provides quality healthcare services to the local community. Our mission is to engage in the promotion of healthier lives by providing quality healthcare services. This is to be executed in a fiscally responsible way that promotes the social, physical, spiritual and psychological wellbeing of the community and patients it serves. Further, the hospital aims at serving all members of the community regardless of their gender, religion, race or age.
Among the services provided by the hospital include outpatient and inpatient services, emergency services, primary care, skilled nursing care, center for rehabilitation medicine, a lung cancer center and surgical services. Our main competitors are some hospitals established within the same community. Among these are Greenview Hospital, Jordan Memorial Hospital and Sloan Hospital. These hospitals offer outpatient and inpatient services as well as other services such as primary stroke services, rehabilitation for pediatric polio patients.
Recommendations to Stand out of the Competition
To stay on top of the competition, Wickham Hospital needs to invest and adapt to the most recent technology to ensure efficient delivery of quality medical services. Further, all healthcare personnel needs to undergo further training through platforms such as seminars and online educational forums. This will promote safe and efficient delivery of services to patients as they promote the quality of life within the community. Besides this, management needs to be keener with the appropriate allocation and deployment of resources to ensure that all areas are sufficiently covered (Enthoven, 2014).
How to Accommodate a Global Business Environment
The hospital currently serves the adjacent community and a few consumers from the outskirts. To broaden into the global business environment, a few strides should be taken. For instance, a website should be created describing the business and services offered. This way, international consumers will seek the business even when they come visiting within the local community. Further, the organization could seek for international investors whose partnership or involvement would attract international healthcare consumers towards the organization (Lunt & Mannion, 2014). The business ...
Digital Therapeutics / Digital Health Innovation Rawane Jabara
Ampersand & Ampersand is an award-winning social impact business focused on healthcare innovation through digital platforms. They have co-created products focused on human capital management and chronic care management that can be licensed to hospitals. They partner with innovators in healthcare to use technology to improve patient and provider outcomes. Their services include strategic consulting, creative services, and developing digital tools for patients, clinicians and administrators.
Case Study RubricCriterionStrongAverageWeakInt.docxdrennanmicah
Case Study Rubric
Criterion
Strong
Average
Weak
Introduction / Primary Problem, Issue or Question Identification
States the case objective and clearly defines the problem, issue or question
Minimally describes the case, includes only the problem, issue or question
Bypasses the introduction and moves directly to commentary on the case
Understanding of Primary Problem, Issue or Question
Identifies and demonstrates a sophisticated understanding of the primary issues and or problems in the case study
Identifies and demonstrates an accomplished understanding of most of the issues/problems
Identifies and demonstrates acceptable understanding of some of the issues/problems in the case study
Analysis and Evaluation of Issues/Problems
Presents an insightful and thorough analysis of all identified problems, issues or questions; includes all necessary calculations
Presents a thorough analysis of most of the problems, issues or questions identified; missing some necessary calculations
Presents a superficial or incomplete analysis of some of the identified problems, issues or questions; omits necessary calculations
Recommendations on Effective
Solution
s/Strategies
Supports diagnosis and opinions with convincing arguments and evidence; presents a balanced and critical view; interpretation is both reasonable and objective
. Recommendations logically supported
Supports diagnosis and opinions with limited reasoning and evidence; presents a one‐sided argument; demonstrates little engagement with ideas presented. Illogical recommendations
Little or no action suggested, and/or ineffective or disconnected solutions proposed to the issues in the case study. No attempt at logical support for recommendations
Links to Course Readings and Additional Research
Makes appropriate and powerful connections between identified issues/problems and the strategic concepts studied in the course readings and lectures; supplements case study with relevant and thoughtful research and identifies all sources of information
Makes appropriate but vague connections between identified issues/problems and concepts studied in readings and lectures; demonstrates limited command of the analytical tools studied; supplements case study with limited sources
Makes ineffective connections or shows no connection between issues identified and the concepts studied in the readings; supplements case study, if at all, with incomplete information and sources
Writing Mechanics and Formatting Guidelines
Demonstrates a clear understanding of the audience for the case. Utilizes formatting, clarity and structure to enable the audience to readily see and understand recommended actions. Writing is logical, grammatically correct, spelling is error free
Demonstrates a limited understanding of the audience for the case. Ineffective structuring of response making it difficult to readily see and understand recommended actions. Writing shows poor logic, grammatical and spelli.
Case Study Rubric Directly respond to each questi.docxdrennanmicah
Case Study Rubric
Directly respond to each question providing background to support your
response. (2 points)
Apply at least 2 concepts from the chapter material in the class text,
“Leadership; theory. Application and Skill Development.” Reference to,
“The Handbook of Leaders,” is a welcome addition. (2 points)
Apply your critical thinking skills. (2 points)
o A well cultivated critical thinker:
Raises vital questions and problems, formulating them
clearly and precisely;
Gathers and assesses relevant information, using abstract
ideas to interpret it effectively comes to well-reasoned
conclusions and solutions, testing them against relevant
criteria and standards;
Thinks open-mindedly within alternative systems of thought,
recognizing and assessing, as need be, their assumptions,
implications, and practical consequences; and
Communicates effectively with others in figuring out
solutions to complex problems.
o Taken from Richard Paul and Linda Elder, The Miniature Guide to
Critical Thinking Concepts and Tools, Foundation for Critical
Thinking Press, 2008
Case Studies must be submitted in the following format:
o Clearly title each in a word document with name, date, week etc.
o Must include clearly written and thoughtful narrative
o Post as a response in Blackboard
66352_FM_ptg01_i-xxviii.indd 4 10/21/14 12:16 AM
Australia • Brazil • Mexico • Singapore • United Kingdom • United States
Robert N. Lussier, Ph.D.
Spring field College
Christopher F. Achua, D.B.A.
University of Virginia’s College at Wise
S I X T H E D I T I O N
Leadership
THEORY, APPLICATION,
& SKILL DE VELOPMENT
66352_FM_ptg01_i-xxviii.indd 1 10/21/14 12:16 AM
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66352_FM_ptg01_i-xxviii.indd 4 10/21/14 12:16 AM
This is an electronic version of the print textbook. Due to electronic rights restrictions,
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formats, please visit www.cengage.com/highered to search by ISBN#, author, title, or keyword for
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Important Notice: Media content referenced within the product description or the product
text may not be a.
Case Study Scenario Part 3IntroductionThis media piece exp.docxdrennanmicah
Case Study Scenario Part 3
Introduction
This media piece explains four ethical theories in order to prepare you for the Unit 3 assignment,
Case Study Resolution
. This media piece also includes parts 1 and 2 of the case study videos for your review.
Part 3
Deontology
The ethical position to do what is right out of duty or obligation. It is often called rule-based ethics.
Deontology has been described as "absolutist," "universal," and "impersonal" (Kant, 1785/1959). It prioritizes absolute obligations over consequences. In this moral framework, ethical decision making is the rational act of applying universal principles to all situations irrespective of specific relations, contexts, or consequences. This reflects Immanuel Kant's conviction that ethical decisions cannot vary or be influenced by special circumstances or relationships. Rather, a decision is "moral" only if a rational person believes the act resulting from the decision should be universally followed in all situations. For Kant, respect for the worth of all persons was one such universal principle. A course of action that results in a person being used simply as a means for others' gains would ethically unacceptable.
With respect to deception in research, from a deontological perspective, since we would not believe it moral to intentionally deceive individuals in some other context, neither potential benefits to society nor the effectiveness of participant debriefing for a particular deception study can morally justify intentionally deceiving persons about the purpose or nature of a research study. Further, deception in research would not be ethically permissible since intentionally disguising the nature of the study for the goals of research violates the moral obligation to respect each participant's intrinsic worth by undermining individuals' right to make rational and autonomous decisions regarding participation (Fisher & Fyrberg, 1994).
Utilitarianism
The ethical position depends on the consequences of the action with the goal being producing the most good.
Utilitarian theory prioritizes the consequences (or utility) of an act over the application of universal principles (Mill, 1861/1957). From this perspective, an ethical decision is situation specific and must be governed by a risk-benefit calculus that determines which act will produce the greatest possible balance of good over bad consequences. An "act utilitarian" makes an ethical decision by evaluating the consequences of an act for a given situation. A "rule utilitarian" makes an ethical decision by evaluating whether following a general rule in all similar situation would create the greater good. Like deontology, utilitarianism is impersonal: It does not take into account interpersonal and relational features of ethical responsibility. From this perspective, psychologists' obligations to those with whom they work can be superseded by an action that would produce a greater good for others (Fisher, 1999).
A ps.
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In 1999, the Institute of Medicine (IOM) published a groundbreaking analysis of the impact of medical errors on the health care delivery system and the patients it serves. The analysis, published as "To Err is Human: Building a Safer Healthcare System," concluded that medical errors resulted in up to 98,000 patient deaths in American hospitals every year. This report hit the national press and participants in the health care system and the political system with the force of a large bomb. Since that time, hospitals and other health care entities have refocused their attention on quality, errors, and patient safety in an unprecedented way, urged on by public outcry and by federal and state efforts to compel improvements in the health care system. Such entities as the Institute for Healthcare Improvement (www.ihi.org) the National Quality Forum (www.qualityforum.org), and the Institute of Medicine (www.iom.edu) have all emerged as champions of quality and safety initiatives, offering training, resources, access to best practices, and data collection strategies to move the cause of quality and safety for patients forward.
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Running head: BLESSED HEALTHCARE FACILITY MARKETING PLAN 1
BLESSED HEALTHCARE FACILITY MARKETING PLAN 11
Blessed Healthcare Facility Marketing Plan
Marilyn Diaz
Healthcare Marketing – MAR3712
Professor Christos Christou
Florida National University
June 9th, 2019
Abstract
Blessed Healthcare Facility is a newly emerging healthcare center located in Miami. This is a privately-owned hospital, which is administered and managed according to the Scheme of the Management approved by the Order of the High Court. This facility a total of 120 beds with 100 in-patient beds and 20 daycare beds. The inpatient specialties care includes gynecology, general surgery, and general medication. These are just but a few services being offered by this healthcare facility. Other services being offered include the Day Surgery; Chaplaincy services; physiotherapy and pharmaceutical services; radiology and the laboratory services; dietetic services, which are involving the provision of the nutritional assessment, education, and assessing the patients based on their nutritional status; and the consultant out-patient clinics. There is also service related to the continence management, control of the infections, palliative care as and the management of pain; and the clinical nurse's specialists in common illness such as diabetes.
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Analysis of the Services
With regard to the Consultant Out-Patient Clinics, the goal of this facility is to move closer to home. This is aimed at adhering to the hospital policy which recommends for closer movement to home by the children specialist of this facility to ensure that the general pediatrics outpatient services are effectively provided. This approach is aimed at reducing the non-attendance during appointments. It also ensures that services are provided to more accessible regions thus helping in the creation of new physical clinic capacity. The goal of offering such kind of services is to help in increasing the number of pediatrics who are brought to the facility for clinic services (Hazel & Kussel, 2019).
With regard to Diagnostic Radiological and Laboratory services, there are pathological tests as well as x-ray examinations. The radiology department is providing high-quality diagnostic service to both in and outpatients. There are also radiology services for the Daycare, and these services are aimed at helping to diagnose the treatment. This, therefore, implies that most of the tests are done within the facility and patients are not referred to other facilities for laboratory procedures. Appointments are also allowed for the patients who are wishing to do so.
On physiotherapy services, the hospital has a staff who is experienced in the treatment of both in and out-patients by ensuring that patients are safe to achieve the optimum potential within the shortest time possible. Physiotherapists in this facility are .
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The system of healthcare in most of the countries is national based healthcare system whereby the government offers health care services to the public using governmental agencies. In Saudi Arabia for example, there are some growing private healthcare facilities. The government of many nations remains the full controller of the healthcare sectors both private and public. The private hospitals are both non-profit and profit for example in Saudi Arabia, most of these private hospital attracts several expats. Both the standards of both private and government hospitals are of more similarity. Some of the private healthcare facilities are of the world class but with poor health service delivery (Penm,2015).
Comparing and Contrasting the Legal Structure and Governance of the Profit and Non-profit international entities
Differences
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Advantages of the Entities
Join Commission International provides a wide variety of health care programs l ...
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MMLP3.2Instructions
In LP01.1, LP02.1, and LP03.1 you were asked to prepare milestones for a business plan. An executive summary, while written last, is the first part of a business plan. This document is what the executives will read to determine if the business plan has merit and may determine whether or not they will read the entire business plan. The executive summary covers all the key points of the business plan and should be 650-1,000 words. Must use 3 scholarly sources and cite APA.
Here are some helpful sources that discuss what to include in your Executive Summary:
· Chron
· SBA
REFERENCE ONLY: Below is the LP1.1 information
Description of the Business
Wickham Hospital is a rural hospital that provides quality healthcare services to the local community. Our mission is to engage in the promotion of healthier lives by providing quality healthcare services. This is to be executed in a fiscally responsible way that promotes the social, physical, spiritual and psychological wellbeing of the community and patients it serves. Further, the hospital aims at serving all members of the community regardless of their gender, religion, race or age.
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Recommendations to Stand out of the Competition
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Case Study RubricCriterionStrongAverageWeakInt.docxdrennanmicah
Case Study Rubric
Criterion
Strong
Average
Weak
Introduction / Primary Problem, Issue or Question Identification
States the case objective and clearly defines the problem, issue or question
Minimally describes the case, includes only the problem, issue or question
Bypasses the introduction and moves directly to commentary on the case
Understanding of Primary Problem, Issue or Question
Identifies and demonstrates a sophisticated understanding of the primary issues and or problems in the case study
Identifies and demonstrates an accomplished understanding of most of the issues/problems
Identifies and demonstrates acceptable understanding of some of the issues/problems in the case study
Analysis and Evaluation of Issues/Problems
Presents an insightful and thorough analysis of all identified problems, issues or questions; includes all necessary calculations
Presents a thorough analysis of most of the problems, issues or questions identified; missing some necessary calculations
Presents a superficial or incomplete analysis of some of the identified problems, issues or questions; omits necessary calculations
Recommendations on Effective
Solution
s/Strategies
Supports diagnosis and opinions with convincing arguments and evidence; presents a balanced and critical view; interpretation is both reasonable and objective
. Recommendations logically supported
Supports diagnosis and opinions with limited reasoning and evidence; presents a one‐sided argument; demonstrates little engagement with ideas presented. Illogical recommendations
Little or no action suggested, and/or ineffective or disconnected solutions proposed to the issues in the case study. No attempt at logical support for recommendations
Links to Course Readings and Additional Research
Makes appropriate and powerful connections between identified issues/problems and the strategic concepts studied in the course readings and lectures; supplements case study with relevant and thoughtful research and identifies all sources of information
Makes appropriate but vague connections between identified issues/problems and concepts studied in readings and lectures; demonstrates limited command of the analytical tools studied; supplements case study with limited sources
Makes ineffective connections or shows no connection between issues identified and the concepts studied in the readings; supplements case study, if at all, with incomplete information and sources
Writing Mechanics and Formatting Guidelines
Demonstrates a clear understanding of the audience for the case. Utilizes formatting, clarity and structure to enable the audience to readily see and understand recommended actions. Writing is logical, grammatically correct, spelling is error free
Demonstrates a limited understanding of the audience for the case. Ineffective structuring of response making it difficult to readily see and understand recommended actions. Writing shows poor logic, grammatical and spelli.
Case Study Rubric Directly respond to each questi.docxdrennanmicah
Case Study Rubric
Directly respond to each question providing background to support your
response. (2 points)
Apply at least 2 concepts from the chapter material in the class text,
“Leadership; theory. Application and Skill Development.” Reference to,
“The Handbook of Leaders,” is a welcome addition. (2 points)
Apply your critical thinking skills. (2 points)
o A well cultivated critical thinker:
Raises vital questions and problems, formulating them
clearly and precisely;
Gathers and assesses relevant information, using abstract
ideas to interpret it effectively comes to well-reasoned
conclusions and solutions, testing them against relevant
criteria and standards;
Thinks open-mindedly within alternative systems of thought,
recognizing and assessing, as need be, their assumptions,
implications, and practical consequences; and
Communicates effectively with others in figuring out
solutions to complex problems.
o Taken from Richard Paul and Linda Elder, The Miniature Guide to
Critical Thinking Concepts and Tools, Foundation for Critical
Thinking Press, 2008
Case Studies must be submitted in the following format:
o Clearly title each in a word document with name, date, week etc.
o Must include clearly written and thoughtful narrative
o Post as a response in Blackboard
66352_FM_ptg01_i-xxviii.indd 4 10/21/14 12:16 AM
Australia • Brazil • Mexico • Singapore • United Kingdom • United States
Robert N. Lussier, Ph.D.
Spring field College
Christopher F. Achua, D.B.A.
University of Virginia’s College at Wise
S I X T H E D I T I O N
Leadership
THEORY, APPLICATION,
& SKILL DE VELOPMENT
66352_FM_ptg01_i-xxviii.indd 1 10/21/14 12:16 AM
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Case Study Scenario Part 3IntroductionThis media piece exp.docxdrennanmicah
Case Study Scenario Part 3
Introduction
This media piece explains four ethical theories in order to prepare you for the Unit 3 assignment,
Case Study Resolution
. This media piece also includes parts 1 and 2 of the case study videos for your review.
Part 3
Deontology
The ethical position to do what is right out of duty or obligation. It is often called rule-based ethics.
Deontology has been described as "absolutist," "universal," and "impersonal" (Kant, 1785/1959). It prioritizes absolute obligations over consequences. In this moral framework, ethical decision making is the rational act of applying universal principles to all situations irrespective of specific relations, contexts, or consequences. This reflects Immanuel Kant's conviction that ethical decisions cannot vary or be influenced by special circumstances or relationships. Rather, a decision is "moral" only if a rational person believes the act resulting from the decision should be universally followed in all situations. For Kant, respect for the worth of all persons was one such universal principle. A course of action that results in a person being used simply as a means for others' gains would ethically unacceptable.
With respect to deception in research, from a deontological perspective, since we would not believe it moral to intentionally deceive individuals in some other context, neither potential benefits to society nor the effectiveness of participant debriefing for a particular deception study can morally justify intentionally deceiving persons about the purpose or nature of a research study. Further, deception in research would not be ethically permissible since intentionally disguising the nature of the study for the goals of research violates the moral obligation to respect each participant's intrinsic worth by undermining individuals' right to make rational and autonomous decisions regarding participation (Fisher & Fyrberg, 1994).
Utilitarianism
The ethical position depends on the consequences of the action with the goal being producing the most good.
Utilitarian theory prioritizes the consequences (or utility) of an act over the application of universal principles (Mill, 1861/1957). From this perspective, an ethical decision is situation specific and must be governed by a risk-benefit calculus that determines which act will produce the greatest possible balance of good over bad consequences. An "act utilitarian" makes an ethical decision by evaluating the consequences of an act for a given situation. A "rule utilitarian" makes an ethical decision by evaluating whether following a general rule in all similar situation would create the greater good. Like deontology, utilitarianism is impersonal: It does not take into account interpersonal and relational features of ethical responsibility. From this perspective, psychologists' obligations to those with whom they work can be superseded by an action that would produce a greater good for others (Fisher, 1999).
A ps.
Case Study RubricYour case study will be assessed as follows•.docxdrennanmicah
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Case study Rubric
Criterion
Outstanding 3.75
Very Good 3
Good 2.5
Unacceptable 1
Score
Completeness
Complete in all respects; reflects all requirements
Complete in most respects; reflects most requirements
Incomplete many respects; reflects few requirements
Incomplete in most respects; does not reflect requirements
Understanding
Demonstrates excellent understanding of the topic(s) and issue(s)
Demonstrates an accomplished understanding of the topic(s) and issue(s)
Demonstrates an acceptable understanding of the topic(s) and issue(s)
Demonstrates an inadequate understanding of the topic(s) and issue(s)
Analysis
Presents an insightful and through analysis of the issue (s) identified
Presents a thorough analysis of most of the issue(s) identified
Presents a superficial analysis of some of the issue(s) identified
Presents an incomplete analysis of the issue(s) identified.
Evaluation
Makes appropriate and powerful connections between the issue(s) identified and the concept(s) studied
Makes appropriate connections between the issue(s) identified and the concept(s) studied
Makes appropriate but somewhat vague connections between the issue(s) identified and the concept(s) studied
Makes little or no connection between the issue(s) identified and the concept(s) studied.
Opinion
Supports opinion with strong arguments and evidence; presents a balanced and critical view; interpretation is both reasonable and objective
Supports opinion with reasons and evidence; presents a fairly balanced view; interpretation is both reasonable and objective
Supports opinion with limited reasons and evidence; presents a somewhat one-sided argument
Supports opinion with few reasons and little evidence; argument is one-sided and not objective.
Recommendations
Presents detailed, realistic, and appropriate recommendations clearly supported by the information presented and concepts studied
Presents specific, realistic and appropriate recommendation supported by the information presented and the concepts studied
Presents realistic or appropriate recommendation supported by the information presented and the concepts studied
Presents realistic or appropriate recommendation with little, if any, support from the information and the concepts studied.
Grammar and Spelling
Minimal spelling and grammar errors
Some spelling and grammar errors
Noticeable spelling and grammar errors
Unacceptable number of spelling and grammar errors
APA guidelines
Uses APA guidelines accurately and consistently to cite sources
Uses APA guidelines with minor violations to cite sources
Reflects incomplete knowledge of APA guidelines
Does not use APA guidelines
Total
.
CASE STUDY RUBRIC MICROBIOLOGY For the Case Study assig.docxdrennanmicah
CASE STUDY RUBRIC MICROBIOLOGY
For the Case Study assignment the current pathogen selections may be requested by sending
an email to your instructor!
Assigned Case Study Problem:
You will create a case study for a microbial infection selected from the current pathogen list. Your case
study will be assembled using a detailed rubric (see below). Upon completion, you will submit your
case study to the Blackboard gradebook in Unit 5 and to SafeAssign.
How to create a case study
The case studies are meant to be an enjoyable, interesting, and informative assignment. This is your
chance to show that you understand the key teaching points about a microbe and to communicate
these points in a written format.
What information belongs in my case study?
Have at least 3-4 key referenced points in each of the five areas shown in the Case Study Information
Chart (see below). The left-hand heading in the chart suggests the type of information requested for the
pathogen. Outlines can be in whatever form you prefer (bullets/charts/outlines/diagrams or a mix). Be
sure to include two discussion questions (and provide complete answers) that you can incorporate
into your case study (place them at the end of your write-up). These questions should help connect your
case to other material in the course. For example, what other microbes have an A-B toxin? What other
viruses are transmitted by fecal-oral spread?
How much information should I provide for my case study?
For the Case Study, you are asked to provide at least the information requested in the chart below. The
boxed questions are suggestions for the minimum amount of information within each category. The
more detailed the information, the better the study. You may consult your textbook, CDC, WHO, Access
Medicine, Google Scholar, NCBI, WebMD, etc. to find the information. For example, if you perform a
Google search using the name of the pathogen and the word ‘vaccine’, you will find information on
current vaccines (if any), those in clinical trials, vaccines used only in animals, etc.
Case Study Information Chart
Typical Case What does a typical case look like? Use the standard format for a
patient presentation with chief complaint (CC), history of present illness
(HPI), key physical exam details (PE), lab findings, signature signs, and
any other important findings.
Description of the infectious
agent
If it is a bacterium, how is it classified? If it is a virus, what kind of
nucleic acid does it have? Does it target specific cellular types
(tropism)? Does it form a spore? Is it aerobic? Is it intracellular? Can it
only be grown in a specific type of media? How is it distinguished from
other members of the species? Does the pathogen have a significant
history with humans or animals?
Epidemiology What do you feel are the most important points about the
epidemiology of the disease? Incidence? Portal of entry? Source? Is it a
normal microb.
Case Study Rubric Criteria / Score
Distinguished
Competent
Basic/Pass
Poor
Failing
Content Knowledge
20
18
15
13
0
Case is addressed expansively in reference to assignment instructions, and demonstrates mastery of the subject matter appropriate to the assignment.
Case is addressed according to assignment instructions, and demonstrates mastery of the subject matter appropriate to the assignment.
Case is addressed according to assignment instructions but does not demonstrate mastery of the subject matter appropriate to the assignment.
Case is addressed but does not adhere to assignment instructions and does not demonstrate mastery of the subject matter appropriate to the assignment.
Case is not addressed and/or does not adhere to assignment instructions and does not demonstrate mastery of the subject matter appropriate to the assignment.
Use of Evidence
10
9
8
6
0
Ideas are supported with evidence and demonstrate a clear understanding of the research and theory behind the topic.
Ideas are somewhat supported with evidence to demonstrate a basic understanding of the research and theory behind the topic.
Ideas are not fully supported with evidence and demonstrate some confusion about the research and theory that support the case study topic.
Ideas are not fully supported with evidence and lack understanding of the research and theory behind the topic.
Ideas are not supported with evidence.
Writing
10
9
8
6
0
Assignment is well written and well organized. Mechanics (spelling and punctuation) and grammar are excellent.
Assignment is well written and well organized and contains few minor errors in mechanics and/or grammar.
Assignment is well written and well organized but contains some minor errors in mechanics and/or grammar.
Assignment is not clear and/or lacks organization and/or contains several errors in mechanics and/or grammar.
Assignment lacks evidence of clear, organized scholarly writing and needs extensive additional work to meet assignment needs.
Standard Writing Style
6
5
4.5
4
0
Assignment demonstrates appropriate in-text citations of sources (where appropriate) and references in proper formatting style.
Assignment demonstrates appropriate in-text citations of sources (where appropriate) and references in proper formatting style and contains few minor formatting errors.
Assignment demonstrates appropriate in-text citations of sources (where appropriate) and references in proper formatting style but contains some minor formatting errors.
Assignment does not provide either in-text citations (where appropriate) or reference sources and/or contains several formatting errors.
Timeliness
4
3.5
3
2.5
0
*Students who initiate communication regarding individual circumstances for lateness will be graded at instructor’s discretion.
Assignment submitted on time.
Assignment submitted one day late.
Assignment submitted two days late.
Assignment submitted three days late.
Assig.
Case Study ReflectionWrite a 4-5 page paper. Your written assi.docxdrennanmicah
Case Study Reflection
Write a 4-5 page paper. Your written assignments must follow APA guidelines. Be sure to support your work with specific citations from this week’s Learning Resources and additional scholarly sources as appropriate. Refer to the Pocket Guide to APA Style to ensure that in- text citations and reference list are correct. Submit your assignment to the Dropbox by the end of this Unit.
In 2007 San Francisco began its Healthy San Francisco Plan designed to provide health care for all San Francisco citizens. In 2007, it was estimated that San Francisco had 82,000 uninsured citizens. Under the plan, all uninsured citizens residing in San Francisco can seek care at the city's public and private clinics and hospitals. The basic coverage includes lab work, x-rays, surgery, and preventative care. The city plans to pay for this $203 million coverage by rerouting the $104 million the city currently spends treating the uninsured in the emergency rooms, mandating business contributions, and requiring income-adjusted enrollment fees. The plan requires all businesses with more than 20 employees to contribute a percentage toward the plan. Many business owners consider this a burden and warn they will not stay in the city. The Mayor sees universal health access a moral obligation for the city.
Take one of the following positions.
San Francisco has an obligation to provide its citizens with health access.-OR-
San Francisco does not have an obligation to provide its citizens with health access.
Discuss the following in your assignment
:
What is the government's role in regulating healthy and unhealthy behavior?
Has the balance between personal freedom and the government's responsibility to provide health and welfare of its citizens been eroded? Why or why not?
.
Case Study Questions (Each question is worth 6 marks)1. Defi.docxdrennanmicah
Case Study Questions (Each question is worth 6 marks)
1. Define the term ‘gastronomy’ and provide some examples to demonstrate your understanding.
2. What benefits and opportunities exist for the local indigenous community of the Dja Dja Wurrung Clans with Bendigo newly designated as a creative city of gastronomy?
3. How may the regional city of Bendigo incorporate gastronomy into its destination branding? Provide some examples.
4. Discuss some potential issues and considerations associated with using gastronomy in destination branding activities.
5. Outline some potential creative network collaborations which may result from Bendigo now being admitted to the Creative Cities Network.
.
Case Study Reorganizing Human Resources at ASP SoftwareRead the.docxdrennanmicah
Case Study: Reorganizing Human Resources at ASP Software
Read the ASP Software case (Anderson, 2005a) and consider the following questions:
How does the client feel about how the change has been managed at this point?
How do you think the management team or employees feel?
What has McNulty done well in managing the change to this point?
What could she have done differently?
What intervention strategy and intervention activities would you recommend to McNulty?
How would you structure these activities?
What roles would McNulty, the management team, and the consultant play?
.
Case Study Report Rubric CriterionWeakAverageStrongIdent.docxdrennanmicah
Case Study Report Rubric
Criterion
Weak
Average
Strong
Identification of Main Issues/Problems
Identifies and demonstrates acceptable understanding of some of the issues/problems in the case study.
Identifies and demonstrates an accomplished understanding of most of the issues/problems.
Identifies and demonstrates a sophisticated understanding of the main issues/problems in the case study.
Analysis and Evaluation of Issues/Problems
Presents a superficial or incomplete analysis of some of the identified issues; omits necessary calculations.
Presents a thorough analysis of most of the issues identified; missing some necessary calculations.
Presents an insightful and thorough analysis of all identified issues/problems; includes all necessary calculations.
Recommendations on Effective
Solution
s/Strategies
Little or no action suggested and/or inappropriate solutions proposed to the issues in the case study.
Supports diagnosis and opinions with limited reasoning and evidence; presents a somewhat one-sided argument; demonstrates little engagement with ideas presented.
Supports diagnosis and opinions with strong arguments and well-documented evidence; presents a balanced and critical view; interpretation is both reasonable and objective.
Links to Course Readings and Additional Research
Makes inappropriate or little connection between issues identified and the concepts studied in the readings; supplements case study, if at all, with incomplete research and documentation.
Makes appropriate but somewhat vague connections between identified issues/problems and concepts studied in readings and lectures; demonstrates limited command of the analytical tools studied; supplements case study with limited research.
Makes appropriate and powerful connections between identified issues/ problems and the strategic concepts studied in the course readings and lectures; supplements case study with relevant and thoughtful research and documents all sources of information.
Writing Mechanics and Formatting Guidelines
Writing is unfocused, rambling, or contains serious errors; poorly organized and does not follow specified guidelines.
Occasional grammar or spelling errors, but still a clear presentation of ideas; lacks organization.
Demonstrates clarity, conciseness and correctness; formatting is appropriate and writing is free of grammar and spelling errors.
Staffing at The King Company
Kevin Tu has managed staffing at King since the early years when the company had less than 100 employees. Tu runs a tight ship and manages the department with only one other recruiter and an administrative assistant, who maintains all job postings, including a telephone employment hotline and the company’s job line web site. Tu is well-respected across the organization for his strict adherence to ensuring equity in hiring and job placement that goes well beyond equal opportunity requirements.
Tu recently completed an aggressive hiring drive at major universities, hiring several new en.
Case Study Project (A) Hefty Hardware - Be sure to address each .docxdrennanmicah
Case Study Project (A) Hefty Hardware - Be sure to address each question in the Case study, and explain your rationale thoroughly. Be sure you saved your file with your full name, and title of this project. Example:
Jason Karp Case Studies A. Details
: You will be given a case study to solve from the textbook. While your responses will vary, properly documenting your response from valid resources is a requirement. This assignment requires you to use proper citations and references from the textbook and alternate sources. Thoughtful opinions/research based on the literature, and from the textbook are necessary, so be sure to review the chapter prior to completing these activities. This task is like a research paper, so please take your time when preparing your responses. Separating each case study with a title and proper formatting is
essential
so that I can read and follow your paper. A one (1) page response is NOT - NOT going to earn you maximum points. The Case Study response will be submitted on the assigned due date from the past weeks (s
ee submission due dates and rubric
)
. The Dropbox will close after the due date and late submission will not be accepted.
Case study projects are NOT posted on the discussion board, they are submitted as an assignment.
Case study text from text book :
MINI CASE
Delivering Business Value with IT at Hefty Hardware2
"IT is a pain in the neck," groused cheryl O'Shea, VP of retail marketing, as she
slipped into a seat at the table in the Hefty Hardware executive dining room, next to her colleagues. “It’s all technical mumbo-jumbo when they talk to you and I still don’t know if they have any idea about what we’re trying to accomplish with our Savvy Store program. I keep explaining that we have to improve the customer experience and that we need IT’s help to do this, but they keep talking about infrastructure and bandwidth and technical architecture, which is all their internal stuff and doesn’t relate to what we’re trying to do at all! They have so many processes and reviews that I’m not sure we’ll ever get this project off the ground unless we go outside the company.”"You have got that right", agreed Glen vogel, the COO. " I really like my IT account manager, Jenny Henderson. She sits in on all our strategy meetings and seems to really understand our business, but that’s about as far as it goes. By the time we get a project going, my staff are all complaining that the IT people don’t even know some of our basic business functions, like how our warehouses operate. It takes so long to deliver any sort of technology to the field, and when it doesn’t work the way we want it to, they just shrug and tell us to add it to the list for the next release! Are we really getting value for all of the millions that we pour into IT?”
“Well, I don’t think it’s as bad as you both seem to believe,” added Michelle Wright, the CFO. “My EA sings the praises of the help desk and the new ERP system we put in last y.
Case Study Proposing a Data Gathering Approach at TLG Solutions (.docxdrennanmicah
TLG is looking to improve their data gathering approach. A proposed solution is to survey customers about their product and service experiences to gather feedback. They could also analyze online customer reviews and implement a customer relationship management system to track interactions over time to better understand customer needs.
Case Study Project Part I Declared JurisdictionTemplate Sta.docxdrennanmicah
Case Study Project Part I: Declared Jurisdiction
Template Statement of Action Research Intent
The (Memphis Shelby County, Tennessee United States) will be examined to determine the current status of economic development. The resources for this study initially will come from public administrator generated information. The data will be assessed using S.W.O. T. Analysis. “Smart” Action Research will then be conducted to determine what specific economic development strategies may be employed to address areas of concern required for enhancing economic development prospects in the above jurisdiction. Using published scholarly resources and pertinent analytics, the action research efforts will turn to identifying options available to decision makers. This action research will result in a final report that provides both the criteria by which economic developments strategies may be weighed and a discussion of recommended actions, each uniquely assembled to improve the economic prospects for (Memphis Shelby County, Tennessee United States).
PADM 530
Case Study Project Part 2: Economic Development Analysis and Proposal Instructions
You will submit an Economic Development Analysis and Proposal Plan, consisting of 15-20 pages, not including the title page, abstract, or reference page. In order to complete this assignment, you must choose a specific locale that you want to use for your case study. You may wish to select the community in which you currently live or a hometown as the focus of this report. A case must be a “bounded system” with definable parameters (Stake, 1995). Thus, you must choose a locale that you can define and limit. For example, you should not use New York City. Its size is far beyond what you will be able to accomplish in this course. Likewise, you would not want to choose Huston, Idaho, as it is far too small to have a need for a cohesive economic development plan. In this assignment, you will target the specific situations found in an American city, town, or county. This assignment will require that you address the following six specific areas:
Locale
When choosing your locale, make sure that you will be able to find demographic and economic information. You will want to choose an area with which you are familiar or an area where there is obvious need. Attempt to pick a city or a town that is not extremely large (i.e., New York City, however, Staten Island could be a viable project). Choosing wisely will make your research more focused so that you can complete the research by the time the course has finished.
Economic Situation
You must detail the specific economic situation facing this location. For example, if you were to choose Flint, MI, you would have to discuss the impact of the auto industry moving away from the city and the subsequent economic and social conditions of the city. How has the economic shift impacted the city and how has the city responded in the last 30 years? Additionally, what initiatives.
Case Study Proposing a Data Gathering Approach at TLG Solutions.docxdrennanmicah
TLG is looking to improve their data gathering approach. A proposed solution is to survey customers about their product and service experiences to gather feedback. They could also analyze online customer reviews and implement a customer relationship management system to track interactions over time to better understand customer needs.
Case Study Peer Comments In each case study, you are expected.docxdrennanmicah
Case Study Peer Comments:
In each case study, you are expected to respond to at least two peers’ postings in the classroom. Comments should add new information to the discussion or provide an assessment of your peer's posting. Peer comments are due by Sunday midnight
Mary Post:
#2: To obtain the necessary transportation capabilities in a short timeframe, what type of software purchase option should myIoT pursue? Explain.
The software purchase option that myIoT, Inc. should pursue would be a SaaS application. This is an Internet based service where the software is accessed online and there is no need to have it installed on site. This is a less expensive option than purchasing software and licenses, and it allows access to the outside vendors. It is also cheaper than hosted software. Based on the cloud location, the setup time is faster, which is what myIoT needs for a two-month turnaround.
#3: What types of technology implementation challenges might myIoT face? How can these risks be minimized?
Application integration would pose a challenge. Since there is a short time-frame, ensuring all partners are “up and running” could be their biggest issue. There will need to be a training period for all that access the data. Should any of their vendors not have the same capabilities, this could throw off their entire operation. Also, due to the variety of systems organizing and sharing information might be a problem. MyIot would need to work with its supply chain partners and vendors to ensure they are all capable using the chosen TMS and begin to implement it right away. This will allow extra time to make changes and enforce training sessions.
Desmond Post
2. To obtain the necessary transportation capabilities in a short timeframe, what type of software purchase option should myIoT pursue? Explain.
My Iot should pursue a well designed TMS software system. This system specializes in planning the flow of materials across the supply chain. It's the core of routing, rating, and, executing shipments across multiple modes tracking, load tracing, and freight settlement. The capabilities and scope of TMS expands the software to a much more integrative system. It provides support for transportation strategic, tactical, and operational planning, as well as delivery execution, in transit visibility and performance evaluation. TMS also supports appointment scheduling, metrics monitoring, and freight bill auditing.
3. Whats types of technology implemenation challenges might my iot face? How can these risks be minized?
My Iot could potentially loose time in wages, delay of shipment, and possibly loose business with customers, but these risks could be minimized by implementing better planning, develop training within your team, create effective structure and monitor the technology program by following these simple steps below to correct system and human error as they occur:
· Secure the commitment of senior management
· Remember .
Case Study ProblemLeadership appears as a popular agenda it.docxdrennanmicah
Case Study Problem:
Leadership appears as a popular agenda item in police executive training. Go to Google and search “police executive training courses.” Other than the Covey program discussed in this chapter, what are the other programs that are offered for police chiefs? What are the topic areas assigned under the heading of “leadership”? Be sure to use the graduate case study format.
attached is graduate study case analysis format
.
Case Study Planning for GrowthKelly’s Sandwich Stop is one of t.docxdrennanmicah
Case Study: Planning for Growth
Kelly’s Sandwich Stop
is one of the best-known and most loved sandwich concessions in town. In business for about five years, she sells sandwiches and other lunch items made from locally produced food from her mobile food trailer. Kelly’s passion and talent for creating reliably fresh, tasty lunch fare popular among a business clientele (largely employees and shoppers) has made her small enterprise a booming success.
In the last year, Kelly added a bicycle-towed concession that travels to different strategic locations in town, selling her popular sandwiches to customers who work beyond walking distance of
Kelly’s Sandwich
Stop
. She now has a total of four employees, all part-time, working both concessions. Because she caters to urban customers, her concessions operate on week days from 10 am to 2 pm. To promote word-of-mouth advertising, Kelly uses Facebook to publish her daily menus and the locations of the bicycle concession.
As a sole proprietor, Kelly has been pleased with her lunch business success. Now it’s time to get serious about the future of her business. In the short and medium term, she wants to see it grow into a potentially more lucrative enterprise, implementing a greater variety of food products and services, and increasing her competitive edge in the region. Ever the ardent entrepreneur, Kelly’s long-term dream is to develop her creative, health-conscious culinary skills and services into a wider clientele outside the region.
An opportunity has arisen to lease restaurant space about 10 miles away from her trailer concession location, close to a mall and the suburbs and nearer to her local food producers. Kelly has jumped at the chance. While she has hired professional business consultants to help her set up the space, design the menu, and implement the opening of the restaurant, she must also consider the short- and long-term financial, HR, and management needs of such an expansion. Kelly is particularly sensitive to her relationship to her customers, employees, and the community.
Directions for paper below:
In this paper, students will analyze and discuss small business growth in terms of growth strategy, business forms, short and medium term goals, financing assistance, organizational structure and staffing needs, customers and promotion, and ethics and social responsibility. Students are expected to apply business and management concepts learned in our course.
By completing this assignment, students will meet the outcome(s):
identify the critical business functions and how they interact in order to position the organization to be effective in the current business environment;
explain the importance of the integration of individuals and systems to organizational effectiveness;
describe the ethical and social responsibilities that confront a business.
Required Elements of the Final Project:
Read critically and analyze the case below,
Planning for Growth
;
Review the project descripti.
Case Study People v. Smith, 470 NW2d 70, Michigan Supreme Court (19.docxdrennanmicah
The document discusses the case of People v. Smith, where the Michigan Supreme Court ruled on whether a juvenile defendant's prior convictions could be used to sentence them as an adult. It asks for a summary of the case facts, issue, and ruling, as well as an overview of the importance of expunging juvenile records. Finally, it inquires about a state's juvenile expungement laws and criteria for transferring juveniles to adult court.
Case Study OneBMGT 464 Portfolio Activity TwoPurposeIn thi.docxdrennanmicah
Case Study One:
BMGT 464 Portfolio Activity Two
Purpose:
In this case the committee is looking to see how you can apply communication skills to obtain the maximum job performance of the employee in each of the short scenarios. After reading each short case, prepare answers to the questions for the upcoming search committee interview to review.
Outcomes:
The students will demonstrate understanding of the following outcomes:
· How to manage, organize, and lead employees;
· To identify the organizational theory related to increasing job performance to raise company effectiveness;
· How to communicate effectively to affect change or motivation; and
· Writing for persuasiveness.
Scenarios and Questions:
After reading each short case, prepare answers to the questions for the upcoming search committee interview to review.
1) “RLI Home Builds a Castle on Communication”
Since the outset the owner Ralph Lorean has prided himself on focusing the culture of the company on excellent customer service. Managers know that a culture like this would only work if the company’s employees enjoyed their work and the company. He wanted to build a company where every employee felt they owned the castle. Ralph believed that communication was essential to making an employee feel a part of the group, so he often said that he never wanted employees to “read about their company in the media and learn something new.”
Because RLI is international in scope it is possible that on any given day or time two thirds of its 2,000 employees are outside an office. To conquer the communication this problem imposes Ralph is surveying his managers to see if they think a new, but very expensive, “dashboard” intranet system would be worth the expenditure. The system would ensure optimal communication strategies allowing every employee remote access from wherever they are. Regardless, of location every employee can share information on the dashboard from their cell phone. However, it does not offer a “SKYPE” feature. Management has sent a short questionnaire to you asking the following questions:
A) How would the new tool influence job performance positively in RLI?
B) Could dependence on a program which does not permit access to verbal or face to face communications hinder job performance in a global setting? If so why?
C) If the dashboard was only presented in English would this be a factor in its intracompany success?
D) One of the biggest reasons suggested for purchasing the system is that it allows information to flow both from top down to bottom up. Do you see this as possible if the company is not structured in a similar way? If so why, if not why not?
2) Email Over All! Richard Burton is one of the production supervisors at Lighting R Us a branch of RLI. Richard supervises 25 employees and has been performing well in this same job for 5 years. Burton wants a promotion in the foreseeable future but feels it unlikely. Burton is always “on”. He has 24/7 email access, texts al.
How to Download & Install Module From the Odoo App Store in Odoo 17Celine George
Custom modules offer the flexibility to extend Odoo's capabilities, address unique requirements, and optimize workflows to align seamlessly with your organization's processes. By leveraging custom modules, businesses can unlock greater efficiency, productivity, and innovation, empowering them to stay competitive in today's dynamic market landscape. In this tutorial, we'll guide you step by step on how to easily download and install modules from the Odoo App Store.
Gender and Mental Health - Counselling and Family Therapy Applications and In...PsychoTech Services
A proprietary approach developed by bringing together the best of learning theories from Psychology, design principles from the world of visualization, and pedagogical methods from over a decade of training experience, that enables you to: Learn better, faster!
Elevate Your Nonprofit's Online Presence_ A Guide to Effective SEO Strategies...TechSoup
Whether you're new to SEO or looking to refine your existing strategies, this webinar will provide you with actionable insights and practical tips to elevate your nonprofit's online presence.
Level 3 NCEA - NZ: A Nation In the Making 1872 - 1900 SML.pptHenry Hollis
The History of NZ 1870-1900.
Making of a Nation.
From the NZ Wars to Liberals,
Richard Seddon, George Grey,
Social Laboratory, New Zealand,
Confiscations, Kotahitanga, Kingitanga, Parliament, Suffrage, Repudiation, Economic Change, Agriculture, Gold Mining, Timber, Flax, Sheep, Dairying,
Andreas Schleicher presents PISA 2022 Volume III - Creative Thinking - 18 Jun...EduSkills OECD
Andreas Schleicher, Director of Education and Skills at the OECD presents at the launch of PISA 2022 Volume III - Creative Minds, Creative Schools on 18 June 2024.
A Free 200-Page eBook ~ Brain and Mind Exercise.pptxOH TEIK BIN
(A Free eBook comprising 3 Sets of Presentation of a selection of Puzzles, Brain Teasers and Thinking Problems to exercise both the mind and the Right and Left Brain. To help keep the mind and brain fit and healthy. Good for both the young and old alike.
Answers are given for all the puzzles and problems.)
With Metta,
Bro. Oh Teik Bin 🙏🤓🤔🥰
Philippine Edukasyong Pantahanan at Pangkabuhayan (EPP) CurriculumMJDuyan
(𝐓𝐋𝐄 𝟏𝟎𝟎) (𝐋𝐞𝐬𝐬𝐨𝐧 𝟏)-𝐏𝐫𝐞𝐥𝐢𝐦𝐬
𝐃𝐢𝐬𝐜𝐮𝐬𝐬 𝐭𝐡𝐞 𝐄𝐏𝐏 𝐂𝐮𝐫𝐫𝐢𝐜𝐮𝐥𝐮𝐦 𝐢𝐧 𝐭𝐡𝐞 𝐏𝐡𝐢𝐥𝐢𝐩𝐩𝐢𝐧𝐞𝐬:
- Understand the goals and objectives of the Edukasyong Pantahanan at Pangkabuhayan (EPP) curriculum, recognizing its importance in fostering practical life skills and values among students. Students will also be able to identify the key components and subjects covered, such as agriculture, home economics, industrial arts, and information and communication technology.
𝐄𝐱𝐩𝐥𝐚𝐢𝐧 𝐭𝐡𝐞 𝐍𝐚𝐭𝐮𝐫𝐞 𝐚𝐧𝐝 𝐒𝐜𝐨𝐩𝐞 𝐨𝐟 𝐚𝐧 𝐄𝐧𝐭𝐫𝐞𝐩𝐫𝐞𝐧𝐞𝐮𝐫:
-Define entrepreneurship, distinguishing it from general business activities by emphasizing its focus on innovation, risk-taking, and value creation. Students will describe the characteristics and traits of successful entrepreneurs, including their roles and responsibilities, and discuss the broader economic and social impacts of entrepreneurial activities on both local and global scales.
Philippine Edukasyong Pantahanan at Pangkabuhayan (EPP) Curriculum
12SWOT Analysis of Sinai HospitalOlufunmil.docx
1. 12
SWOT Analysis of Sinai Hospital
Olufunmilayo Adeleke
Walden University
SWOT ANALYSIS
Strengths
· High performance in heart bypass surgery, heart failure, and
hip replacements.
· Support of the Jewish community
· Safety of care and use of medical imaging is above the
national average
Weaknesses
· High Patient Acuity
· Short Staffed
· Poor Management
2. Opportunities
· Lack of dominant competition
· Support of Jewish Community and philanthropist
· Shortage of healthcare services in the area
Threats
· Loss of key staff or associates
· Development of new technology by competitors
INTENDED MARKET AND STRENGTHS
Sinai Hospital was founded in 1866 as a Hebrew Asylum and
Hospital. It is a Jewish sponsored nonprofit/ acute care hospital
that provides care for all people. It is a healthcare organization
that seeks to provide highly personalized and professional
health care for all people. Its mission is to provide quality
patient care, teaching, and research for the betterment of
healthcare. It is an average ranking hospital in the Baltimore
Maryland area that is well known for its high performance in
heart bypass surgery, heart failure, and hip replacements. These
procedures attract Baltimore’s older population to this hospital
and become the hospital most remarkable areas of care and
service. Another important finding is that the safety of care and
efficient use of medical imaging at Sinai hospital is above the
national average (Medicare.gov, 2018). The outpatient imaging
efficiency measure used by Medicare for Sinai hospital focuses
on the availability of the following goals at a given hospital;
protecting patient’s safety while being exposed to radiation and
other risks, avoiding unnecessary testings for patients and
ensuring proper screening tests like mammograms are done to
ensure a problem is not passed over (lifebridge.com, 2018).
Sinai hospital is also a teaching hospital that consists of
130 highly trained physicians in the ten departments that
3. specialize in more than 20 different division. Sinai is also
accredited by six important healthcare accreditation including
radiology, pathology, and surgery. It is one of the hospitals
affiliated with LifeBridge health and gets funding directly from
philanthropists who offer charitable fits to help fund facility
expansion, new technology, patient care, and programs to serve
the Baltimore community better. Since it is a Jew founded the
hospital, it can be argued that the concept of Tzedakah amongst
the Jews allows the hospital to be a recipient of charity as it is a
form of social justice which the Jews believe that the donor
benefits more from giving than the actual recipient (Degroot,
n.d). Overall Sinai outshines its other counterparts because of
its ranked medical services and high performance in heart and
hip surgeries (lifebridge.com, 2018).
WEAKNESSES
While Sinai hospital possesses great surgically skilled
physicians, it lacks skillful management. I interviewed two
former employees who shared their experience with upper
management in Sinai hospital. Gbemi Moliki, a registered nurse,
shared that Sinai’s lack of proper management sends many
nurses and physicians out of the door within months. (Moliki,
2018). Online job recruiting sites also have reviews from
different health workers who complain that management in
almost every department was not a pleasant experience and that
managers showed lack of trust in their employees
(Glassdoor.org, 2016). This poor management system causes a
decrease in the number of staffs, which often causes current
staff to be overworked.
Due to the poor management system in the hospital, retention of
staff has become an issue. Thousands of reviews from previous
and current staff show that staff leaves after a few months of
being hired (Glassdoor.org, 2016). Patient acuity is also an
issue at this hospital. With high patient acuity and low staffing
issues, current staff has to deal with more than they bargained
and or are compensated for. Since Sinai is a nonprofit hospital,
its profits cannot be retained which often leaves managers fewer
4. incentives to manage its staff to maximize profit (Bishow &
Monaco, 2016).
OPPORTUNITIES
An excellent opportunity for Sinai is its location and lack of
dominant competitors. Sinai’s location allows it to provide
health care services to a large population in the Baltimore area.
This eliminates the Sinai provides healthcare services to a large
geographic area. The increased shortage of healthcare facilities
and services in the area allows for a larger number of patients
and clients to seek healthcare service from Sinai hospital. With
the support of philanthropist donors and the Jewish community,
like other nonprofit hospitals, Sinai can pay staffs accordingly
(Bishow & Monaco, 2016).
THREATS
Two of Sinai’s major threats relate to their weaknesses:
Loss of key staff or associates due to poor management and the
development of new technology by competitors.
RECOMMENDATIONS
Investing in Newer Technological Equipments
Technology has become the driving force behind significant
improvements in the healthcare field. To address Sinai
Hospital’s weaknesses and threats, one has to draw inspiration
from the hospitals current strengths while also incorporating
newer strategies to strengthen the hospital's performance on
both the patient and administrative area. Two areas of
recommendations would be to invest in new technology and
training center to further expand not only their impressive
imaging department but also other departments that might need
an improvement in their technological equipment. In the
healthcare sector, technology is progressively playing a critical
role in nearly almost all organizational processes from
registration of patients to data monitoring starting from
laboratory tests to self-care tools. Tools such as smartphones
and tablets now replace conventional monitoring and record
tools, and patients have an option consulting with their
5. physicians and doctors at the comfort of their homes. Health
Information Technology opens up many more opportunities for
health research and exploration, which allows for more effective
and efficient care (Vest & Gamm, 2010).
Popular technologies such as EHR, telehealth, smartphones and
some applications have overall helped to increase the
accessibility of treatments to patients. By incorporating these
popular technologies into the hospital, Sinia will be able to
provide improved care and efficiency and also help to improve
classification of diseases and provides a clearer picture to
disease prevention and control to their patients. A good example
is the World Health Organization: this organization has been
able to classify old and illnesses, find their causes and
symptoms and compile all of the information gathered into an
enormous database that comprehends more than 14,000
databases. This database allows medical researchers and
professionals to track and utilize these data in controlling
diseases and educating the public about health issues and ways
to control them for a better outcome. Doctors have reported that
there are great benefits from using the total system of electronic
medical records as patients even comment that they enjoy the
fact that software has created a greater degree of transparency
in the health care system and made their visits much smoother
(Vest & Gamm, 2010).
Phreesia technology is another technological gadget that many
hospitals in the DMV area have incorporated into their daily
usage. Phreesia is designed for healthcare centers and patients
the headache of using check-in forms. Phreesia gives the
patients an option to use a PhreesiaPad or Arrivals station to
sign in. This syncs the information to the physical and the rest
of the healthcare team that might need this information to draw
up blood work or to creates referrals for the patient. The
phreesia team also participated in maintaining hardware across
the hospital so that there is less need for the IT team to do
troubleshooting and updating software (Phreesia.com, nd). The
fact that nurses and doctors habitually using hand-held
6. computers to record vital real-time patient data and are also
able to share it with other specialists and within their updated
medical history is an outstanding illustration of one of the
technological benefits. Being able to accrue lab results, records
of vital signs and other essential patient data into a central
system has transformed the level of care and effectiveness a
patient can expect to receive when they go to the hospital or a
healthcare facility (healthinformatics.uic.edu, 2018).
Training Current Managers
To employ a world-class workforce, Sinai must be competitive
with another hospital for the best employer. A few strategies
can help Sinai’s upper management staff become better and also
help to retain current staff members. To improve the upper
management staff, some re-budgeting must be done to allocate
funds for training. New training classes should be set up to
assist the managers in attaining skills that will be vital to being
a great manager. It will also be helpful to review current
employees under different management and departments in the
hospital to discuss their complaints and feedback. Once the
problem with the staff is identified, training can be tailored to
each department.
Offer Incentives To New Hires And Current Employees
One of the most effect recruitment methods is word of
mouth. A survey conducted by LinkedIn in 2016 confirms that
employee referrals are an effective source of recruitment
(Bogatova, 2017). A great way to ensure that both employer and
employee are benefiting from new recruitment is to
incentivization. By allocating more funds to recruitment and
retention, the company will be able to hire and retain more staff
members. A retention strategy would be to allow the newly
trained hiring manager to request additional percentage of up to
twenty-five percent of the annual pay rate to a newly hired
employee or a re-hired employee. While newer employees
benefit from this recruitment strategy, older employees should
7. be compensated up to 25% of their annual pay when they reach
a certain number of referrals per month. Not only does this
allow them to earn more money, but it might help cut cost on
advertising for new employees and it motivates current
employees to recruit newer staff.
Job Sharing would also benefit Sinai’s hospital. Staff
complaining about long work hours and high patient acuity will
benefit if job sharing strategies are utilized at Sinai. Job
Sharing allows two employees to coordinate their schedules and
assignments so they are able to balance both work and family
responsibilities (Bogatova, 2017).
CONCLUSION
Sinai is a truly prestigious hospital that has provided for its
staff and patients alike. While Sinai provides quality healthcare
to Baltimore and its surrounding areas, its poor management
skills, loss of current employees and its competitions use of
newer technology is affecting Sinai’s overall performance.
However, by implementing newer technology, newer training
classes for upper and lower management and utilizing retention
strategies, this hospital will have the opportunity to be one of
the best hospitals in the Baltimore metropolitan areas.
REFERENCE
Bogatova, M. (2017, February). IMPROVING RECRUITMENT,
SELECTION AND RETENTION OF EMPLOYEES. Retrieved
from
8. https://www.theseus.fi/bitstream/handle/10024/123598/Mar
iia_Bogatova_Thesis.pdf?seq uence=1
Health Information Technology. (2018, March 8). What is HIE?
Retrieved from Health Information Technology:
https://www.healthit.gov/topic/health-it-and-health-information-
exchange-basics/what-hie
Hospital Compare Quality of Care Profile Page. (n.d.).
Retrieved from
https://www.medicare.gov/hospitalcompare/profile.html#pr
ofTab=1&ID=210012&state=
MD&lat=0&lng=0&name=Sinai&Distn=0.0
John L. Bishow and Kristen A. Monaco, "Nonprofit pay and
benefits: estimates from the national Compensation
Survey," Monthly Labor Review, U.S. Bureau of Labor
Statistics, January 2016, https://doi.org/10.21916/mlr.2016.4.
LifeBridge Health - The Future of Health Care is Here. (n.d.).
Retrieved from
http://www.lifebridgehealth.org/Main/Home.aspx?gclid=E
AIaIQobChMIhN-k
pgo263gIVjgOGCh3IYg8yEAAYASAAEgLtU_D_BwE
National Hospital Rankings Chart. (n.d.). Retrieved from
https://healthinsight.org/rankings/hospitals/hospital-
rankings?s=MD
Paaske, S., Bauer, A., Moser, T., & Seckman, C. (2017, July
12). The Benefits and Barriers to RFID Technology in
Healthcare. Retrieved from Healthcare Information and
Management Systems Society (HIMSS):
https://www.himss.org/library/benefits-and-barriers-rfid-
technology-healthcare
Palabindala, V., Pamarthy, A., & Jonnalagadda, N. R. (2016,
October 26). Adoption of electronic health records and
barriers. Retrieved from NCBI:
https://www.ncbi.nlm.nih.gov/pmc/articles/PMC5089148/
Schilling, B. (2018, October 19). The Federal Government Has
Put Billions into Promoting Electronic Health Record Use:
9. How Is It Going? Retrieved from The Commonwealth Fund:
https://www.commonwealthfund.org/publications/newsletter-
article/federal government-has-put-billions-promoting-
electronic-
health?redirect_source=/publications/newsletter/federal-
government-has-put-billions- promoting-electronic-health-
record-use
Surgery, H. B. (n.d.). Retrieved from
https://health.usnews.com/best-hospitals/area/md/sinai-l
hospital-of-baltimore-6320280/heart-bypass-surgery
SWOT ANALYSIS Strategic Planning Session. (2008, October
21). Retrieved from
http://www.health.state.mn.us/divs/opi/qi/docs/meeker_lea
dershipteam_swot.pdf
Vest, J. R., & Gamm, L. D. (2010). Health information
exchange: persistent challenges and new
strategies. Journal of the American Medical Informatics
Association, 17(3), 288-294.
Feedback for FM010 Assessment Submission (Attempt 1)
· Add to ePortfolio
Top of Form
Submission Feedback
Hi Funmi,
Please review video feedback and attached documents with
detailed feedback.
Best regards,
Dr. Linda
Learning Objective LO 1.1: Create alignment between the goals
of the community center and the goals of the PPACA, HP2020
and IOM.:
MEETS EXPECTATIONS
10. 2
Executive summary clearly and accurately explains how the
goals of the Center for Diabetes Care align with the goals of the
PPACA Community Health Center Fund, Healthy People 2020,
and IOM aims for quality care.
Response references relevant academic/professional resources.
Additional Comments:
Learning Objective LO 1.2: Explanation ofstakeholder
perspectives that support business recommendations.:
MEETS EXPECTATIONS
2
Executive summary clearly explains internal and external
stakeholder perspectives that support the business
recommendation presented in the case.
Additional Comments:
Learning Objective1.3: Explain how the business
recommendation fits within the continuum of care.:
NEEDS IMPROVEMENT
1
Executive summary is vague, inaccurate, or incomplete in
explaining how the recommendation presented in the case fits
within the continuum of care of the healthcare organization
presented in the case.
Additional Comments:see detailed feedback attached
Learning Objective 2.1: Create vision and mission statements.:
EXCEEDS EXPECTATIONS
3
Response demonstrates the same level of achievement as “2,”
plus the following:
Vision and mission statements reflect accrediting bodies’
benchmarks for quality healthcare.
11. Additional Comments:
Learning Objective 2.2: Create a value statement.:
EXCEEDS EXPECTATIONS
3
Response demonstrates the same level of achievement as “2,”
plus the following:
Value statement aligns with accrediting bodies’ benchmarks for
quality healthcare.
Additional Comments:
Learning Objective 2.3: Conduct a SWOT analysis.:
NEEDS IMPROVEMENT
1
SWOT analysis does not include at least four of the greatest
strengths, four of the greatest weaknesses, four of the greatest
opportunities, and four of the greatest threats for the
development of the initiative recommended in the case
presented.
Content of the SWOT analysis is vague, inaccurate, or not
concise.
Analysis does not take into consideration the information and
perspectives from all documentation provided with the case.
Additional Comments:need at least two more weaknesses and
two more threats
Learning Objective 2.4: Develop strategies for launching and
operationalizing a healthcare initiative.:
MEETS EXPECTATIONS
2
Response clearly and concisely describes at least four strategies
for launching and operationalizing the initiative recommended
in the case presented.
12. Strategies align with the results of the SWOT analysis.
Additional Comments:
Learning Objective 2.5: Develop goals for a healthcare
initiative.:
NEEDS IMPROVEMENT
1
Response describes fewer than four short-term goals and/or
fewer than four measurable long-term goals for the initiative
recommended in the case presented, and/or the goals are not
measurable, and/or they do not align with the mission, vision,
and values statements.
Additional Comments: see detailed feedback attached
Learning Objective3.1: Develop a timeline for implementing
key activities.:
EXCEEDS EXPECTATIONS
3
Response demonstrates the same level of achievement as “2,”
plus the following:
Timeline identifies responsible parties for each item.
Additional Comments:
Learning Objective 3.2: Analyze financial data.:
NEEDS IMPROVEMENT
1
Analysis of the expected patient-generated revenue, grant
funding, non-staff costs, staffing costs, and capital costs for the
initiative presented in the case.
Chart summarizing the financial data is confusing, vague,
inaccurate, or incomplete.
Additional Comments: see detailed feedback attached
13. Learning Objective 4.1: Defend how the recommended
healthcare initiative addresses unmet needs.:
NEEDS IMPROVEMENT
1
Defense of the recommended initiative does not address unmet
needs, or the defense is weak or vague, or is not relevant to the
initiative in the case presented.
Explanation does not reference relevant information provided in
the needs-assessment documentation presented in the case.
Additional Comments: see detailed feedback attached
Learning Objective 4.2: Explain how a healthcare initiative can
help promote positive social change.:
EXCEEDS EXPECTATIONS
3
Response demonstrates the same level of achievement as “2,”
plus the following:
The presentation explains how the healthcare initiative supports
both short and long term positive social change.
Additional Comments:
Learning Objective 4.3: Create a culturally competent
healthcare initiative.:
EXCEEDS EXPECTATIONS
3
Response demonstrates the same level of achievement as “2,”
plus the following:
Explanation includes qualitative and quantitative data that
underscore the importance of cultural competency with the
patient population.
Additional Comments:
Learning Objective 4.4: Explain how a healthcare initiative can
14. become financially self-sustaining.:
NEEDS IMPROVEMENT
1
Explanation of how the healthcare initiative in the case
presented can become financially self-sustaining within three
years of opening is vague, inaccurate, or incomplete.
Additional Comments:Great organization and use of visuals.
However, the conclusions are not accurate for the facts of the
case scenario. Many revenue assumptions need to be reviewed
and revised.
Learning Objective 4.5: Explain how the success of a healthcare
initiative can be measured.:
NEEDS IMPROVEMENT
1
Explanation of how the success of the healthcare initiative in
the case presented can be measured is vague or both qualitative
and quantitative methods are not explained.
Methods of measurement are not appropriate for the initiative in
the case presented.
Additional Comments: see detailed feedback attached
Oral Communication PS 2.1: Use clear enunciation, correct
pronunciation, comfortable pacing, and appropriate volume.:
EXCEEDS EXPECTATIONS
3
Presenter enhances audience engagement through consistently
clear enunciation, correct pronunciation, comfortable pacing,
and appropriate volume.
Additional Comments:
Oral Communication PS 2.2: Organize information to be
presented.:
EXCEEDS EXPECTATIONS
3
15. Organization of information significantly enhances audience
understanding of both general and specific concepts, and
promotes audience engagement.
Additional Comments:
Technology PS 3.1: Use images and layout of presentations to
effectively communicate content to a specific audience.:
EXCEEDS EXPECTATIONS
3
Images and design elements are used purposefully, and they
effectively support audience engagement and understanding of
key concepts.
Additional Comments:
Learning Objective LO 5.1: Identify business risks.:
NEEDS IMPROVEMENT
1
Response identifies fewer than three business risks that could
prevent the healthcare organization in the case presented from
meeting its financial goals within three years, or the risks are
not realistic, or response if vague.
Additional Comments:Risks need to include specific references
to the facts of the case in addition to the broader "academic"
perspective
Learning Objective LO 5.2: Develop strategies to manage
business risks.:
NOT PRESENT
0
The strategies to manage business risks are missing.
Additional Comments:See feedback. The conclusion did not
present any strategies in specific terms for the organization.
This just needs to be revised to incorporate what you want to
say to Dr. Novak
Written Communication Objective PS 1.1: Use proper grammar,
16. spelling, and mechanics.:
MEETS EXPECTATIONS
2
Writing reflects competent use of standard edited American
English. Errors in grammar, spelling, and/or mechanics do not
negatively impact readability.
Additional Comments:
Written Communication PS 1.2: Organize writing to enhance
clarity.:
EXCEEDS EXPECTATIONS
3
Writing is consistently well-organized. Introductions,
transitions, and conclusions are used effectively to enhance
clarity, cohesion, and flow.
Additional Comments:
Written Communication PS 1.3: Apply APA style to written
work.:
EXCEEDS EXPECTATIONS
3
APA conventions for attribution of sources, structure,
formatting, etc., are applied correctly and consistently
throughout the paper. Sources are consistently cited
appropriately and accurately.
Additional Comments:
Written Communication PS 1.4: Use appropriate vocabulary and
tone for the audience and purpose.:
MEETS EXPECTATIONS
2
Vocabulary and tone are generally appropriate for the audience
and support communication of key concepts.
Additional Comments:
Critical Thinking and Problem Solving PS 5.1: Analyze
17. assumptions and fallacies.:
NEEDS IMPROVEMENT
1
Response is weak in assessing the reasonableness of
assumptions in a given argument.
Response does not adequately identify and discuss the
implications of fallacies or logical weaknesses in a given
argument.
Additional Comments:This will be resolved once edits are made
throughout your work to reflect specific and accurate realities
of the case scenario
Critical Thinking and Problem Solving PS 5.2: Generate
reasonable and appropriate assumptions.:
NEEDS IMPROVEMENT
1
Response does not adequately present and discuss key
assumptions in an original argument.
Additional Comments: see detailed feedback attached
Critical Thinking and Problem Solving PS PS 5.3: Assess
multiple perspectives and alternatives.:
NEEDS IMPROVEMENT
1
Response does not identify nor adequately consider multiple
perspectives or alternatives.
Additional Comments: see detailed feedback attached
Critical Thinking and Problem Solving PS 5.4: Use problem-
solving skills.:
NEEDS IMPROVEMENT
1
Response presents solutions, but they are ineffective in
addressing the specific problem.
Additional Comments: see detailed feedback attached
18. Bottom of Form
21
2
24
Strategic Plan and Business Plan for the Western Hospital
Center for Diabetes Care
Olufunmilayo Adeleke
FM010
Walden University
11/27/2018
Executive Summary
In the Jefferson County, diabetes is a health issue marked by
high rates amongst adults, with an 8% county-wide prevalence
in comparison to the state average. The CHNA 2013 also reports
a 14% county diabetes prevalence amongst the Latino and
African-American population. The causative factors of the high
diabetes prevalence rates in this county includes but is not
limited to inadequate physical exercise, poor nutrition, genetic
predisposition, socio-economic conditions such as lack of
education, inadequate health insurance, poverty, and physical
environment such as fast and fresh foods availability. The
Hispanic Lowertown community constitutes of about 71% of the
total county’s population. As previously mentioned, Hispanics
particularly the Hispanic Lowertown community in Jefferson
county bear the burden of type II diabetes and its associated
19. complications. In particular, the burden of diabetes and its
complications disproportionately affects the elderly Hispanics
in Lowertown, aged 65 years-old and above, are mostly affected
by this disease. Sadly, the elder Hispanics of Lowertown and
Jefferson county also represent 39% of the population with
lower income levels and the least education.
The Center for Diabetes Care must be strategic in its mission
and vision statements and its actions when deciding the course
of action that will best serve the Hispanic Lowertown
community seniors’ diagnosed with type II diabetes. The current
diabetes epidemic has drastically affected the population and if
neglected could cause other significant health issues and more
financial difficulties for the people of Lowertown. Hence,
implementation of the Center for Diabetes Care will be a great
strategy to preventing prediabetics from becoming diabetic,
treating current diabetic patients, and educating current patients
to learn to manage diabetes in their everyday life. This will
help to significantly reduce hospitalization costs for these
targeted patients and would also shorten the time admitted
patients spend in the hospital. Indeed, integrating the Center for
Diabetes Care will provide diabetes complex cases
comprehensive care and preventive management for Hispanics
seniors’ with type II diabetes and pre-diabetic conditions. It
will provide services in nutrition coaching and counselling,
endocrinology, community education, and nursing case
management. A collaborative exertion shall be advanced to
improve diabetes patient management with multi-specialty care,
including mental health, occupational therapy, wound care,
nephrology, and vascular surgery.
The goal and objectives of the program are tucked into the
PPACA Community Health Center Fund of supporting the
operations, expansion, and community health centers
construction (Dr. Novak, 2014); the IOM goal of improving
health quality; and the Healthy People 2020 goal of reducing
the disease burden of diabetes besides improving the quality of
life for diabetic or pre-diabetic individuals (Healthy People.gov,
20. 2010). The Center of Diabetes Care intends to achieve these
goals through incorporating appropriate treatment and
preventive patient-and family care centered towards improving
patient’s exceptional quality of life and safety outcomes,
whereas decreasing hospitalizations from diabetes and its
complications. Furthermore, it intends to develop community
education programs, including tailor-made free diabetes self-
management community education series programs and classes
offered at various community locations in English and Spanish
to increase knowledge and care for diabetes.
The program is not a stand-alone one, as it has ensured strong
partnerships with key stakeholders and kindred private and
public organizations. The program management unit also
comprises of scholars having sound scientific evidence-based
diabetic prevention and management background, on top of
comprehensive strategies that address most common diabetes
and its complications risk factors. Basing on the financial
analysis, SWOT analysis, and other non-financial
considerations, the Western Hospital board of directors and
Chief Executive Officer [CEO] should proceed with
establishment of the Center for Diabetes Care. Since, the
program financial outlook is superior and stands to yield
remarkable profits in a win-win gain situation, since the
Center’s cumulative net-income begins to exceed the initial
program input by the third year
.
Strategic Plan and Business Plan for the Western Hospital
Center for Diabetes Care
For the greater part of the last century, Western Hospital has
been a momentous and caring part of the Jefferson County
community, particularly the Hispanic Lowertown community.
The hospital has a proud track record of delivering
compassionate healthcare, being in the forefront of healthcare
improvement besides innovation, and consistently working to
forge resilient, continuous and significant relations with its
local community. However, following Dr. Novak (2014) in the
21. recent years, the Hispanic Lowertown community that
constitutes 71% of the Lowertown population, has been
subjected to the burden of diabetes and its associated
complications. In particular, the burden of diabetes and its
complications disproportionately affects the elderly Hispanics
in Lowertown, aged 65 years-old and above, besides who are the
majority, representing 39% of the Lowertown population and
with lower levels of education and income.
Basing
on Dr. Novak passion concerning prevention besides early
interventions of diabetes, he has identified the necessity
towards establishing a community-based program to guarantee
ongoing diabetes treatment for Hispanic seniors in the
Lowertown community. Dr. Novak’s visualization is focused
towards patients receiving diabetes education along with
ongoing treatment in the language of their choice, besides in a
manner that is culturally appropriate. Dr. Novak identifies the
strategies towards appropriate treatment and preventive care to
improve patient’s quality of life whereas decreasing
hospitalizations from diabetes complications.
Through the joint efforts of advisors and Dr. Novak, the
importance of applying for funding from the Patient Protection
and Affordable Care Act’s (PPACA) Community Health Center
Fund to establish the Center for Diabetes Care, have been
acknowledged. The funding supports the operations, expansion,
and community health centers construction. As a requirement
for the Western Hospital board of directors’ approval, this
report details the strategic plan and business plan for
establishing the community health center.
Demographic Data for the Center of Diabetes Care:
The center is targeting the Hispanic population in Lowertown,
aged 65 years-old and above, that suffers from type II diabetes.
This target patient population represents 39% of the 10,546
lower town population by age, whereas the Hispanic population
22. represents 71% of the Lowertown population by ethnicity (Dr.
Novak, 2014) as illustrated in Figure 2 and Figure 1
respectively.
Geographical Location of the Center of Diabetes Care:
The geographic target of the center, is the Lowertown, which
has 71% of the Hispanic population as illustrated in Figure 1.
Western Hospital has an urgent care center there, which will
house the center in the former pharmacy and storage area (Dr.
Novak, 2014). The space will be convenient for Lowertown
residents, besides being a convenient focal point towards
facilitating the community health workers home-visitations for
those who can’t or don’t want to visit the clinic.
Figure 1: Population Lowertown by Ethinicity
71%15%14%HispanicWhiteAfrican American
Source: Dr. Novak (2014)
Figure 2: Population of Lowertown by Age
Source: Dr. Novak (2014)
Strategic Plan:
This strategic plan identifies tangible, concrete, and measurable
strategies for the prevention and management of diabetes to be
implemented at the Center for Diabetes Care through the joint
efforts of PPACA Community Health Center Fund, IOM, and
Healthy People 2020, along with other numerous public and
23. private kind-red collaborative partners. The process towards
development of this strategic plan encompassed a review of Dr.
Novak and peer-reviewed articles and journals literatures on
epidemiological data on the burden of diabetes, besides relevant
evidence-based studies besides best practices in diabetes
prevention and management.
These are in line with the Jefferson County Community Benefit
coalition prioritized needs that identified and marked diabetes
as a number one health need amongst adults in the county.
Moreover, an environmental scan was conducted to identify
strengths and needs; after which priority strategies were
decided. An independent consultant, facilitated the planning
process and supported the strategic plan development. This
strategic plan, therefore, provides a framework to support the
Center for Diabetes Care development and establishment of this
important service. The plan has purposefully been developed to
closely align with the Western Hospital strategic plan, whereas
articulating the particular problem, needs, challenges, and
strategies that are vital for the local community, management,
and staff of the Center for Diabetes Care.
Vision Statement:
To achieve appropriate treatment and preventive patient-and
family care centered towards improving patient’s exceptional
quality of life and safety outcomes, whereas decreasing
hospitalizations from diabetes and its complications.
Mission Statement:
To provide pre-diabetic and diabetic patients access to
education along with ongoing treatment in the language of their
choice, besides in a manner that is culturally appropriate,
patient-centered, timely, cost-effective, and high quality, with
ultimate aim of community health enhancement.
The Center for Diabetes care shall maintain a leadership
position in providing education and awareness concerning
diabetes and its complications to the Hispanic Lowertown
community, health professionals, healthcare systems, and
diabetic individuals. Moreover, it will maintain and promote the
24. highest standards of healthcare for diabetic and its
complications individuals. The Center for Diabetes Care will:
· Develop tailor-made free diabetes self-management
community education series programs and classes offered at
various community locations in English and Spanish to increase
knowledge and care for diabetes.
· Advocate for community-based diabetes programs that
promote health life-style changes that have the prospective to
prevent besides delay the onset of diabetes and its
complications. Hence, supporting the community members to
live better lives and managing diabetes.
· Provide free 6-week diabetes kitchen classes where
community members will be able to learn the tasty secrets to
preparing healthier meals, hence acquiring skills needed to
better control or even prevent diabetes. The classes will be
available to those who have pre-diabetes or have already been
diagnosed with diabetes, besides any interested community
member with the condition of cooking for a diabetic member.
· Collaborate with other kindred groups and community-based
organizations that are active in improving outcomes for diabetes
and its complications
· Boost and support studies on selected clinical issues in
diabetes and its complications, as demarcated by peer-reviewed
research protocols.
· Conduct health fairs and community events programs that will
provide diabetes education and glucose screenings at local and
other community events as allowed by time, the budget, and
staffing
.
Values Statement:
To achieve the vision and mission, necessitates clear priorities
setting, supportive staff and team leadership, and community
25. collaboration, reinforced by the Center of Diabetes Care
healthcare service values of:
· Collaboration: Cultivating and maintaining performance
depends on all team members
· Openness: Transparent performance monitoring, follow-up and
reporting is important towards guaranteeing information sharing
· Respect: Team members roles and efforts in performance
improvement shall be valued
· Empowerment: A mutual trust at all levels towards sustainable
performance improvement
SWOT Analysis:
This SWOT analysis provides the strategic planning tool that
have been used to evaluate the Strengths, Weaknesses,
opportunities, and threats of the intervention. Its major aim is to
offer insights on what makes the intervention applicable,
sustainable, and effective from a public health and stakeholder’s
perspective (Nathan, 2015). Furthermore, it presents the
necessary preconditions for the intervention implementation.
Table 1: SWOT Analysis
Strengths:
· A dynamic, bottom-up, flexible, integrated, multi-
intersectoral, and equity oriented intervention
· Strong partnerships with key stakeholders and kindred private
and public organizations
· Sound scientific evidence-based background
· Comprehensive strategies that address most common diabetes
and its complications risk factors
· Sound and efficient leadership
· Strong educational models and healthcare strategies
· Broad participatory approach that will ensure effective multi
26. and transectoral collaboration
· Availability of funds from PPACA
Opportunities:
· Increasing awareness by healthcare systems on actions to
address diabetes and its complications prevention and health
promotion.
· Increased diabetes and its complications management and
integrated care information sharing and exchange of best
practices at national and international level
· Increased community sensitive towards diabetes prevention as
a health problem and societal issue
· Advancement in ICT and social media to facilitate diabetes
preventive strategies dissemination
· Existence of established policies within the health system and
various sectors that allows harmonized and target-oriented
interventions
Weaknesses:
· Focused on single-disease treatment
· Focus on only Hispanic seniors in the Jefferson County
community
Threats:
· Increased prevalence of diabetes and pre-diabetes in the
Jefferson County community
· Persistent social inequalities in community health
· Challenges due to current economic crisis
27. · Lack of political commitment that might challenge the
interventions effective implementation, policies, and activities
due to political changes and absence of long-term endorsement.
Strategies for Launching and Operationalizing the Center for
Diabetes Care:
The Center for Diabetes Care Launching Strategies:
Marketing Strategy:
Launching the program right
shall be the initial step to the success of this initiative as a
whole. As a consequence, to ensure that the right team is
gathered together for the launch, the marketing strategy shall be
used to promote awareness within the target market; which will
ascertain that team leaders and the donor agency representatives
are available during the launch. Besides showcasing to the
targeted audience that the program is supported by a strong
team and backed by senior management. Hence, increasing the
targeted-audience buy-in and motivating them towards
participating in the program, besides increasing sustainability
even after the donor withdrawal.
Services to be offered will be developed in two stages. The first
stage will be to institute the fundamental endocrinology
specialty besides community patient education diabetes care
components, in addition to establishing collaboration between
ancillary support services, including pharmacy, laboratory
services, behavioral health, orthotics, and podiatry. Pricing
shall be dictated by prevailing reimbursement rates, with
outpatient clinical visits being consistently billed plus
reimbursed.
The Center for Diabetes Care shall be located in Lowertown that
has 71% Hispanics, specifically at the former Western Hospital
pharmacy and storage area. Hence, it will make the space
convenient for the targeted patient population. Besides, those do
28. not want or who cannot visit the clinic, shall be visited at their
homes by community health workers.
Marketing Budget:
A multifaceted marketing strategy with a budget of US$40,000
shall be applied to promote the Center for Diabetes Care. The
goals of the marketing strategy that will be the success
measurements are:
· Established Center for Diabetes Care recognition
· Increased market to Hispanic seniors’ Lowertown population
· Increased Hispanic Lowertown community awareness and
involvement with diabetes
· Increased number of referrals and clinical patient visitations
· Increased market to Hispanic seniors’ pre-diabetic and
diabetic patients
Target Market:
The Center for Diabetes care will target two groups, comprising
the healthcare providers in the Hispanic Lowertown community
who will refer the patients to the Center for Diabetes Care.
Besides the Hispanic Lowertown population, aged 65 years-old
and above who account for 39% of the Hispanic population and
who have been diagnosed with type II diabetes along with their
primary caregivers. Moreover, have lower incomes, less
education, have language barrier to access appropriate treatment
and preventative care for type II diabetes, a complex
amalgamation of healthcare literacy, finances, culture to
navigate through a complex and often unapproachable
healthcare system.
29. Marketing Tactics:
Two promotional strategies have been identified. First, is the
marketing tactic for healthcare providers that will involve
hosting a lunch for key general practitioners and specialists at
Bobby Fly’s
, a local celebrity chef restaurant, whereby the audience will be
served with a healthy Mexican lunch. At this juncture, Dr.
Novak will be highlighting to the audience the program goal and
objectives, besides the program timelines and milestones. In
addition, the Center for Diabetes Care brochures shall be
delivered to the general practitioners and specialists likely to
refer patients.
The second marketing tactic, is for diabetes patients and their
families and will encompass hosting ribbon cutting by Rosa
Sanchez, the State Senator, then followed by press release and
news stories in the local papers. Furthermore, a luncheon shall
be arranged and hosted by Rosa Sanchez for church leaders and
other key influencers. These will be followed by conducting
radio spots on Spanish language radio, besides printing adverts
in the local Spanish paper.
Basing on the fact that there is an existence of a fundamental
strategy, therefore, to foster an authentic relationship with the
target market, the market strategies that the team will employ to
create awareness and promote the Center for Diabetes Care
include using social media platforms to post clear illustrations
of the project goal and objectives by presenting them in their
point of view. Besides utilizing direct messages on social media
platforms such as Facebook, Snapchat, Twitter, and Instagram
to reach out and communicate with potential primary
caregivers’ population who could be looking for the centers
30. products and services. Indeed, this will be a very powerful
marketing strategy.
Creating video tutorials, will be another effective marketing
strategy to get the word out concerning the center’s activities.
These tutorials will be informative towards walking the targeted
market through step-by-step tutorials concerning the center
activities. Furthermore, to boost visibility on social media
platforms without taking all the efforts and time towards
building the audience, certainly the team can certainly leverage
micro-influencers with thousands of followers (Menke,
Casagrande, Geiss, & Cowie, 2015). This can be accomplished,
through locating the right influencer in the Hispanic Lowertown
community niche, with the intention of targeting the right
audience. Furthermore, there will be marketing strategies to
build the brand to the community through sponsoring diabetes
screening events, workplace partnerships, and fundraising
events.
Operationalizing of the Center for Diabetes Care:
To operationalize the Center for Diabetes Care, Dr. Novak in
conjunction with the Western Hospital Human Resources have
created an organizational management structure that includes a
description of roles and responsibilities as illustrated in Table
2. The structure comprises of a nurse practitioner who will
oversee a team of four community health workers. These
executive committee will be overseen by a steering committee
that comprises of a pharmacist, two endocrinologists, a nurse
practitioner, and a nutritionist.
The former Western Hospital urgent care pharmacy in
Lowertown shall be renovated to accommodate four small
consultation rooms, waiting room, classroom, a kitchen for
31. cooking practical, a receptionist space, an administrative area
for the program director, a billing office. Besides, an in-house
laboratory to provide convenient critical lab values testing,
including urinalysis, blood glucose, lipid panels, and HbA1C.
The Center shall utilize the same Western Hospital patient
scheduling and electronic medical record system. Likewise, the
program will not its individual human resource management, e-
mail software, accounting, and time clocks. Therefore, plans
will be made for the successful integration of the Western
Hospital systems into the Center for Diabetes Care operations.
Table 2: Roles and Responsibilities of Executive Committee at
the Center for Diabetes Care
Designation
Roles and Responsibilities
1. Dr. Chris Novak, MD, Program Director.
Shall:
· Provide organizational leadership.
· Define strategy and goals.
· Consult on complex clinical issues.
· Establish and refine policies and procedures.
· Represent the Center for Diabetes Care to the medical
community and the patient community.
· Collaborate with the board of Western Hospital and the Center
for Diabetes Care’s steering committee.
2. Nurse Practitioner
Shall:
· Provide clinical support for less complex cases.
· Supervise community educators.
· Lead the community education program.
· Drive the creation of the best practices database
32. 3. Four Community Health Workers
Shall:
· Serve as bridges between the healthcare system and people
living with and at risk for diabetes.
· Provide support for diabetes control programs, community-
based organizations, and other agencies instrumental in
establishing these links.
· Promote actions that enable community members to access
care that meets standard recommendations for diabetes care and
prevention (e.g., annual eye exams and foot exams, regular A1C
testing).
· Develop and communicate culturally and linguistically
appropriate messages on diabetes self-care and community
action.
· Provide social support to community members as they adapt
their lifestyles, through counseling and motivational
interviewing.
· Mobilize their communities for social action to address
diabetes.
4. Receptionist
Shall:
· Schedule appointments.
· Welcome patients.
· Manage the office.
· Bill insurance for services rendered.
Source: Dr. Novak (2014)
33. Staffing Needs:
The Western Hospital Human Resources, shall be tasked with
the overseeing of the recruitment process of the right
community health workers and the nurse practitioner.
The requirements of the community health workers include
having a combination of language skills, the ability to
collaborate with the entire care team, cultural competency,
besides having appropriate clinical knowledge and presentation
skills. Whereas the nurse practitioner shall be required to have
the same skills as the community health workers, but, be
flexible and innovative (Adashi, Geiger, & Fine, 2010). Crystal
clear organizational policies and procedures shall be developed
and availed to all successful recruited staff, however, the nurse
practitioner shall support the community health workers in
addressing any ambiguity encountered along their line of duty
. The success of the Center for Diabetes Care hinges on the
teamwork performance and productivity instigated by
appropriate staffing.
Operating Model:
The Center for Diabetes Care operating model shall be based on
community health workers, since they act as a bridge to
healthcare providers and a dependable source of education for
patients. Therefore, incorporating community health workers is
an effective methodology towards improving knowledge related
to diabetes and its complications, besides facilitating
monitoring, and follow-up at the community level (Krug, 2016).
They are uniquely qualified because they do live in the
communities that they will serve, know what is meaningful,
besides bridge the cultural gap between the community and
healthcare providers, and speak the language of their
community. Hence, following ADA (2018) they have a high
inclination of connecting the targeted patient population to the
34. Center for Diabetes Care services, and informing the center
about the unique needs of the community by overcoming the
communication barrier that impacts the patients’ abilities to
follow through with their treatments.
The community health workers are expected to have healthcare
or nursing education background with language skills in order
to relate with the patients more efficiently. All staffs will
undergo an intensive three-week training program so as to be
equipped with cultural competency, besides diabetes and
prevention hands-on skills and knowledge, as well as being
equipped with basic first aid skills. Furthermore, a formal
weeklong intensive training for the staff shall be conducted at
an off-site location on an annual basis.
The Center for Diabetes Care, shall also create a learning
culture for the staff through conducting on every Monday a two-
hour morning meetings sessions. These shall be facilitated by an
expert speaker every other week such as a community health
worker, a pharmacist, besides a nutritionist from a different
organization (Dr. Novak, 2014). These learning culture
sessions, shall be collaborative in a manner that fosters learning
from each other’s achievements and failures. Every single
community health worker shall have an equal opportunity of
presenting and sharing an achievement from the last week’s
experience, a case, as well as an issue that could have been
challenging. In this way, the community health workers will be
able to improve and develop progressively their patient care
skills and knowledge of diabetes using the lesson learnt from
these sessions.
The Center for Diabetes Care shall also embrace the advance in
technology to communicate with patients and the broader care
time. Hence, the community health workers shall be issued with
IPads to create informative video tutorials so as to walk the
targeted patient population through step-by-step treatment plan
and significant health and lifestyle information such as getting
to know diabetes, basic nutrition and goal setting, staying well
with diabetes, medication management for diabetes, and
35. physical activities. Furthermore, the center shall embrace
electronic medical records [EMRs] as a tool to foster effective
collaboration in patient information documentation, reporting,
and sharing.
Short-and Long-Term Goals:
Short-Term Goals:
The short-term goals for the Center for Diabetes care include:
· To develop tailor-made free diabetes self-management
community education series programs and classes offered at
various community locations in English and Spanish to increase
knowledge and care for diabetes.
· To advocate for community-based diabetes programs that
promote health life-style changes that have the prospective to
prevent besides delay the onset of diabetes and its
complications. Hence, supporting the community members to
live better lives and managing diabetes.
· To provide free 6-week diabetes kitchen classes where
community members will be able to learn the tasty secrets to
preparing healthier meals, hence acquiring skills needed to
better control or even prevent diabetes. The classes will be
available to those who have pre-diabetes or have already been
diagnosed with diabetes, besides any interested community
member with the condition of cooking for a diabetic member.
· To collaborate with other kindred groups and community-
based organizations that are active in improving outcomes for
diabetes and its complications
· To boost and support studies on selected clinical issues in
diabetes and its complications, as demarcated by peer-reviewed
research protocols.
36. · To conduct health fairs and community events programs that
will provide diabetes education and glucose screenings at local
and other community events as allowed by time, the budget, and
staffing.
Long-Term Goals:
The long-term goals for the Center for Diabetes care include:
· To promote and expand diabetes awareness and education to
the targeted patients population families
· To expand the Center for Diabetes care educational outreach
programs to the entire Hispanic Lowertown community
population
Business Plan:
This business plan ascertains the feasibility of implementing the
Center for Diabetes Care. It details the implementation timeline
for key activities, and an analysis of financial data, including a
chart summarizing the financial data.
Implementation Timeline for Key Activities:
The implementation timeline is as illustrated in Figure 3. The
key performance indicators that will be used to measure success
of the Center for Diabetes Care include:
Table 3: The Center for Diabetes Care Key Performance
Indicators
Key Performance Indicators [KPIs]
Goal
Clinical:
· Reduction or mitigation diabetes progression and optimizing
risk factors reduction related to micro-and macro-vascular
diabetes complications
37. 70%
· Percentage targeted population tested for diabetes
75%
· Reduction in mortality, heart, and stroke rates related with
diabetes complications
27%
· Diabetics percentage necessitating emergency care and re-
hospitalization within a month of discharge
30%
· Reduction in average HbA1C levels within 2 years
10.5 to 8.5
· Reduction in cardiovascular complications
35%
· Diabetics percentage receiving screenings:
Blood Pressure Examinations
82%
Cholesterol Examinations
82%
Two HbA1C tests
82%
Foot Examinations
82%
Eye Examinations
82%
Operational:
· Workload Capacity by Community Health Worker
Yr 1: 80%; Yr2: 100%
· Recruitment & Turnover of Personnel
100%/10%
· Volume Indicator: Initial Annualized
935/678
· Volume Indicator: Follow-Up Annualized
4,882/3,896
Services:
· Targeted Patient Satisfaction
38. 96%
· Referring Healthcare Providers Satisfaction
96%
· Employee Satisfaction
96%
Figure 3: Implementation Timeline
JFMAMJJASONDJMA
Designing of Detailed Strategic
Plan & Business Plan, PowerPoint
Business Case Presentation, &
Risk Management Report
Healthcare Consultant
Dr. Novak CDC-Steering
Committee Presentation,
Relevant Peer-Reviewed
Journals, Interview with Dr.
Novak, & Excperts from CNHA
30 Days
Submission of the Detailed
Strategic Plan & Business Plan to
the Western Hospital Board of
Directors and Chief Executive
Officer for Approval
Dr. Novak
Detailed Strategic Plan &
Business Plan
3 Weeks
Business case Presentation to the
Western Hospital Board of
Directors and Chief executive
Officer
Dr. NovakBusiness case Presentation1 day
Upon Approval by the BOD & CEO,
design the Center for Diabetes
39. Care Proposal
Dr. Novak &
Healthcare Consultant
Detailed Strategic Plan &
Business Plan &
2 Weeks
Submission/Application of the
Center for Diabetes Care Proposal
to PPACA
Dr. NovakTthe Center for Diabetes Care
Proposal
1 Day
Designing of the Center for
Diabetes Care Organizational
Policies & Procedures
Dr. Novak & Western
Hospital HRM
Western Hospital
Recruitment Policies &
Procedures
30 days
Renovation of the Westen Hospital
Urgent Care Centre to
Accommodate the Center for
Diabetes Care
Dr. Novak &
Construction
Contractor
Construction Equipment &
Contracted Competent
Supplier
90 days
Advertisement & Staffing of the
Center for Diabetes Care
Dr. Novak & Western
Hospital HRM
40. Recruitment Policies &
Procedures
30 days
Procurement & Transportation of
Equipments , Furniture, & Fittings
Dr. Novak, Contract
Specialists & Supplier
Contracted Competent
Supplier
30 days
Procurement & Transportation of
Supplies
Dr. Novak, Contract
Specialists & Supplier
Contracted Competent
Supplier
30 Days
Instillation & Testing of
Equipments, Furniture, & Fittings,
plus supplies
Dr. Novak, Contract
Specialists & Supplier
Instillation Manuals60 Days
Intensive Training of the Recruited
Staff
Dr. Novak, Western
Hospital HRM, &
Healthcare Consultant
Training Manual on Center of
Diabetes Care Goals &
Objectives
30 Days
Marketing of the Center of
Diabetes Care
Marketing Team
Marketing Startegy of the
41. Center of Diabetes Care
30 Days
Insuring the Center for Diabetes
Care
Dr. Novak, Contract
Specialists & Insurance
Company
Insurance Policy2 weeks
Designing of the Center for
Diabetes Care Community
Education Programs
Dr. Novak, Contract
Specialists & Nurse
Paractitioner
Diabetes Management Best
Practices
60 days
Intensive Training of the
Community Health Workers
Dr. Novak, Contract
Specialists & Nurse
Paractitioner
Community Education
Programs Manuals
60 days
Monitoring & Follow-up of
Activities
Center for Diabetes
Care TeamMonitoring Reports
Continious
Launching & Operationalizing of
the Center for Diabetes Care
Dr. Novak, Western
Hospital CEO, PPACA
Representatives, &
State Senator
42. Luncheon Session2 Days
Activity(s)Responsible Person (s)Resources
Duration in Months
Duration
Financial Analysis:
The proposed Center for Diabetes Care will operate as a
division of Western Hospital. The aim of this financial analysis
is to determine if the Western Hospital BODs and CEO should
approve the establishment of the Center. Along with the
financial projections, other aspects shall be evaluated in the
final recommendation including SWOT analysis and risk
fulfillment of the Center’s mission. First, the probable patient
visits is approximated to increase annually by 5 percent.
Therefore, the projection for the subsequent years are as
illustrated in Table 3
Table 4: Projected Number of Patient Visitations per Annum
Year
Patients Visitations
1
4,882
2
4,882*1.05 = 5,126
3
5,126*1.05 = 5,382
Capital Requirements:
The start-up resources through PPACA Community Health
Center Funding are projected to total US$182,181, with the
majority of these costs, US$98,500 being involved in the
remodeling of the office space to meet the requirements of the
Center for Diabetes Care.
43. Table 5: Capital Requirements for the Center for Diabetes Care
Description
Year 1
Year 2
Year 3
Server
$ 15,000
Remodel of Office Space
$ 98,550
Security System
$ 2,654
Furniture
$ 12,281
$ 1,000
$ 1,000
Practice Management System
$ 5,000
$ 2,500
$ 2,500
Computers & Cabling
$ 41,696
Total
$ 175,181
$ 3,500
$ 3,500
Reimbursement Model:
44. Every patient visitation will be charged a base value of US$450.
However, certain incentives will be allowed to certain patients
basing on their economic stratification. The insurance will be
30 percent of every patient visit gross revenue. The staff
salaries will increase by 5 percent per year and the total salary
will be based on FTE as in Table 6
.
Table 6: Staffing Costs
Designation
FTE
Year 1
Year 2
Year 3
Endocrinologist
0.93
$146,940
$154,287
$162,001.35
Contract Specialists
0.30
$22,500
$23,625
$24,806.25
Nurse Practitioner
0.95
$79,889.3
$82,285.979
$84,754.5584
Community Health Workers
4.00
$976,000
$1,00,5280
$1,035,438.4
Reception/Office Management
49. $ 4,004
$ 4,204
$ 4,414
Overhead Allocation
$ 9,167
$ 9,442
$ 9,725
Uncollectible Income
$ 21,281
$ 39,865
$ 55,177
Marketing
$ 45,000
$ 15,000
$ 15,000
Indirect Charges
$ 54,764
$ 56,955
$ 59,233
Capital Costs
$175,181
$3,500
$3,500
Net Operating Expenses
$1,747,030.30
$1,590,210.98
$1,662,572.56
Excess of Revenue Over Expenses
$383,962.70
$647,331.67
$686,849.40
Cumulative Income
$383,962.70
$1,031,294.37
$1,718,143.77
Net Cash From Excess Revenue
50. $410,239.70
$1,066,330.37
$1,753,179.77
Cumulative Net-Income
$410,239.70
$1,476,570.07
$3,229,749.84
Recommendation:
Basing on the financial analysis, SWOT analysis, and other non-
financial considerations, the Western Hospital board of
directors and Chief Executive Officer [CEO] should proceed
with establishment of the Center for Diabetes Care. This is
because the program financial outlook is superior
and stands to yield remarkable profits in a win-win gain
situation, since the Center’s cumulative net-income begins to
exceed the initial program input by the third year.
Therefore, it has the ability to sustain itself even after the donor
withdrawal, whereas providing pre-diabetic and diabetic
patients with the much-needed access to education along with
ongoing treatment in the language of their choice, besides in a
manner that is culturally appropriate, patient-centered, timely,
cost-effective, and high quality, with ultimate aim of
community health enhancement. Partnering with an
international renowned PPACA Community Health Center Fund,
IOM, and Healthy People 2020 would give the Center for
Diabetes Care a competitive advantage throughout the County
and State.
References
Adashi, E., Geiger, J., & Fine, M. (2010). Health care reform
and primary health care: The growing importance of the
community health center. The New England Journal of
Medicine, 362: 2047-2050.
American Diabetes Association [ADA]. (2018). Standards of
51. Medical Care in Diabetes 2018.
http://care.diabetesjournals.org/content/diacare/suppl/2017/12/0
8/41.Supplement_1.DC1/DC_41_S1_Combined.pdf
Dr. Novak, S. (2014). Excerpts from Dr. Novak’s presentation
to Center for Diabetes Care Steering Committee.
Healthy People.gov. (2010). Healthy People 2020: Diabetes.
https://www.healthypeople.gov/2020/topics-
objectives/topic/diabetes
Krug, E. G. (2016). Trends in diabetes: Sounding the alarm. The
Lancet, 387(10027), 1485-1486.
Menke, A., Casagrande, S., Geiss, L., & Cowie, C.C. (2015).
Prevalence of and trends in diabetes among adults in the United
States, 1988-2012. The Journal of the American Medical
Association, 314(10):1021-9.
Nathan, D.M. (2015). Diabetes: Advances in diagnosis and
treatment. The Journal of the American Medical Association,
314(10):1052-62
�Good intro. Executive summary would be even better with
brief overview of the supporting data in 1 paragraph and then
emphasis on specific goals and planned actions for the Center.
Often bullet points are useful. The more succinct the summary
is the better keeping the audience in mind- typically board or
CEO level audience or external stakeholders.
�Based
�Good vision statement summary. This would have been good
to include in an abbreviated version in your executive summary
�Good observation!
52. �This is a key threat – glad you identified this. Some mention
of workforce limitations may also be important here. Are there
enough employees who are bi-lingual? What about integration
of community health workers into the team- where might that be
placed in the SWOT?
�Better than “right” or “wrong” use more specific terms
…would it successfully, timely, what other terms would be
more specific and avoid bias?
�Flay
�Good!
�Good point and good example of support for effective
integration of CHWs into the healthcare team
�Is this realistic? Based on target population, many are
uninsured and low income. I would recommend building in
more realistic revenue sources. It can also not be assumed that
these individuals are automatically eligible for Medicare if they
did not pay into the system during employment years. This is
also state specific- what factors come into play in the Texas
Medicaid system? This section needs more evidence based
research and support to ensure you are presenting a realistic
model.
�You are proposing significant increase in patient visits- does
the cost and staffing plan support that growth adequately? Add
53. in details about decisions to expand CHW staff much more than
others- why?. Be clear on how CHWs will address expanded
patient volume.
�This conclusion does not seem realistic if you look at realistic
financial picture for this community. Need to review this more
carefully and base it on realistic data for Texas and for this
population from what is presented in the case.
_1603730459.xls
Chart10–18 years0–18 years19–25 years19–25 years26–45
years26–45 years46–64 years46–64 years65+ years65+ years
Sales
Column1
0.08
0.09
0.2
0.24
0.39
0.8
Sheet1SalesColumn10–18 years8%19–25 years9%26–45
years20%46–64 years24%65+ years39%80%To update the chart,
enter data into this table. The data is automatically saved in the
chart.`3839.55984520172439100
_1603884043.xls
Chart1Year 1Year 1Year 2Year 2Year 3Year 3
Staffing Costs
Non-Staffing Costs
Three Year Staffing and Non-Staffing Costs
1260329.3
311520
1301177.98
285533
54. 1343414.561
315659
Sheet1Adapted
fromhttp://www.chcf.org/~/media/MEDIA%20LIBRARY%20Fil
es/PDF/O/PDF%20OpenDoorFinancialAnalysis.pdfPatient-
Generated Revenue by PayerFiscal year from April 1 to March
31Year 1number of visitsaverage charge per visittotal
chargesaverage adjustment per visitamount billedcollection
rateincomeMedicaid1,250$133.04$166,300-67.61$
250,81298%$245,796Medicare2,000$132.70$265,396-10.48$
286,35695%$272,038Private
Insurance100$137.08$13,708$72.44$ 6,46480%$5,172Year 3
assumes CHW are at their capactiy of 7200 patient visits, or 4
CHW FTEs see 10 patients per day 4 days per week, 45 weeks a
yearSelf Pay (sliding fee)50$111.68$5,584$89.89$
1,09040%$4363,400$ 544,722$523,441Year 2number of
visitsaverage charge per visittotal chargesaverage adjustment
per visitamount billedcollection
rateincomeMedicaid1,750$133.04$232,820-67.61$
351,13798%$344,115Medicare3,500$132.70$464,442-10.48$
501,12295%$476,066$171.04133.04133.04Private
Insurance400$137.08$54,834$72.44$
25,85880%$20,686$170.60132.6977549111Self Pay (sliding
fee)200$111.68$22,336$89.89$
4,35840%$1,743$176.24137.08471468665,850$
882,476$842,610$143.58111.6807951356Year 3number of
visitsaverage charge per visittotal chargesaverage adjustment
per visitamount billedcollection
rateincomeMedicaid2,000$135.70$271,402-67.61$
406,62298%$398,489Medicare3,800$135.35$514,336-10.48$
554,16095%$526,452Private
Insurance900$139.83$125,844$72.44$ 60,64880%$48,518Self
Pay (sliding fee)500$113.91$56,957$89.89$
12,01240%$4,8057,200$ 1,033,442$978,265Grant Funding by
SourceYear 1Year 2Year 3PPHF
Grant$100,000$100,000$100,000Foundation Grants$75,000$
56. 36,68095%$34,846Private Insurance400$0.00$0$72.44$
(28,976)80%($23,181)Self Pay (sliding fee)200$0.00$0$89.89$
(17,978)40%($7,191)5,850$ 108,044$120,425Year 3number of
visitsaverage charge per visittotal chargesaverage adjustment
per visitamount billedcollection
rateincomeMedicaid2,000$0.00$0-67.61$
135,22098%$132,516Medicare3,800$0.00$0-10.48$
39,82495%$37,833Private Insurance900$0.00$0$72.44$
(65,196)80%($52,157)Self Pay (sliding fee)500$0.00$0$89.89$
(44,945)40%($17,978)7,200$ 64,903$100,214Adapted from:
Chelius, L., Hook, J., & Rodriguez, M. (2010). Financial
analysis of Open Door Community Health Centers’ telehealth
experience. Retrieved from
http://www.chcf.org/~/media/MEDIA%20LIBRARY%20Files/P
DF/PDF%20O/PDF%20OpenDoorFinancialAnalysis.pdf
Adapted from: Chelius, L., Hook, J., & Rodriguez, M. (2010).
Financial analysis of Open Door Community Health Centers’
telehealth experience. Retrieved from
http://www.chcf.org/~/media/MEDIA%20LIBRARY%20Files/P
DF/PDF%20O/PDF%20OpenDoorFinancialAnalysis.pdf
grant fundingProjected Grant Funding by SourceYear 1Year
2Year 3PPHF Grant$100,000$100,000$100,000Foundation
Grants$75,000$
50,000Total$175,000$150,000$100,000$425,000Adapted from
Chelius, L., Hook, J., & Rodriguez, M. (2010). Financial
analysis of Open Door Community Health Centers’ telehealth
experience. Retrieved
from http://www.chcf.org/~/media/MEDIA%20LIBRARY%20Fi
les/PDF/O/PDF%20OpenDoorFinancialAnalysis.pdf
Adapted from Chelius, L., Hook, J., & Rodriguez, M. (2010).
Financial analysis of Open Door Community Health Centers’
telehealth experience. Retrieved
from http://www.chcf.org/~/media/MEDIA%20LIBRARY%20Fi
les/PDF/O/PDF%20OpenDoorFinancialAnalysis.pdf
non-staffing costsProjected Non-Staffing CostsYear 1Year
2Year 3Fringe Benefits$ 59,609$ 60,802$ 62,018Travel$
57. 5,000$ 5,000$ 10,000Training$ 35,000$ 10,000$
15,000Equipment$ 5,000$ 2,000$ 2,000Supplies$ 15,000$
15,300$ 15,606Contractual$ 8,000$ 8,160$ 8,323Allocated
Rent$ 23,418$ 23,769$ 24,126Depreciation$ 26,277$
35,036$ 35,036Insurance$ 4,004$ 4,204$ 4,414Overhead
Allocation$ 9,167$ 9,442$ 9,725Uncollectible Income$
21,281$ 39,865$ 55,177Marketing$ 45,000$ 15,000$
15,000Indirect Charges$ 54,764$ 56,955$ 59,233Total$
311,520$ 285,533$ 315,659Adapted from Chelius, L., Hook,
J., & Rodriguez, M. (2010). Financial analysis of Open Door
Community Health Centers’ telehealth experience. Retrieved
from http://www.chcf.org/~/media/MEDIA%20LIBRARY%20Fi
les/PDF/O/PDF%20OpenDoorFinancialAnalysis.pdf
Adapted from Chelius, L., Hook, J., & Rodriguez, M. (2010).
Financial analysis of Open Door Community Health Centers’
telehealth experience. Retrieved
from http://www.chcf.org/~/media/MEDIA%20LIBRARY%20Fi
les/PDF/O/PDF%20OpenDoorFinancialAnalysis.pdf
staffing costsProjected Staffing CostsAnnual SalaryFTEYear
1Year 2Year 3Endocronologist0.93$ 158,000$ 165,900$
174,195Contract Specialists0.30$ 75,000$ 78,750$
82,688Nurse Practitioner0.95$ 84,094$ 86,617$
89,215Community Health Workers4.00$ 244,000$ 251,320$
258,860Reception/Office Management1.00$ 35,000$ 35,700$
36,414Total$ 596,094$ 618,287$ 641,371Adapted from:
Chelius, L., Hook, J., & Rodriguez, M. (2010). Financial
analysis of Open Door Community Health Centers’ telehealth
experience. Retrieved from
http://www.chcf.org/~/media/MEDIA%20LIBRARY%20Files/P
DF/PDF%20O/PDF%20OpenDoorFinancialAnalysis.pdfDesignat
ionFTEYear 1Year 2Year
3Endocronologist0.93146940154287162001.35Contract
Specialists0.30225002362524806.25Nurse
Practitioner0.9579889.382285.97984754.55837Community
Health Workers4.0097600010052801035438.4Reception/Office
Management1.00350003570036414Total1260329.31301177.979
58. 1343414.55837
Adapted from: Chelius, L., Hook, J., & Rodriguez, M. (2010).
Financial analysis of Open Door Community Health Centers’
telehealth experience. Retrieved from
http://www.chcf.org/~/media/MEDIA%20LIBRARY%20Files/P
DF/PDF%20O/PDF%20OpenDoorFinancialAnalysis.pdf
capital costsProjected Capital CostsYear 1Year 2Year 3Server$
15,000Year 14882Remodel of Office Space$ 98,550Year
25126Security System$ 2,654Year 35386Furniture$ 12,281$
1,000$ 1,000Practice Management System$ 5,000$ 2,500$
2,500Computers & Cabling$ 41,696Total$ 175,181$ 3,500$
3,500Adapted from Chelius, L., Hook, J., & Rodriguez, M.
(2010). Financial analysis of Open Door Community Health
Centers’ telehealth experience. Retrieved
from http://www.chcf.org/~/media/MEDIA%20LIBRARY%20Fi
les/PDF/O/PDF%20OpenDoorFinancialAnalysis.pdf
ParticularsYear 1Year 2Year 3Patients Visits RevenuePatient
Visists488251265382Revenue Per Visit$450$450$450Staffing
CostsNon-Staffing CostsGross Patient Visits
Revenue$2,196,900$2,306,745$2,422,084.50Year
1$1,260,329.30$ 311,520Deduction from Patient
Revenue$65,907.00$69,202.35$72,662.54Year 2$1,301,177.98$
285,533Net Patient Visits
Revenue$2,130,993.00$2,237,542.65$2,349,421.97Year
3$1,343,414.56$ 315,659Operating ExpensesStaffing
Salaries$1,260,329.30$1,301,177.98$1,343,414.56Fringe
Benefits$ 59,609$ 60,802$ 62,018Travel$ 5,000$ 5,000$
10,000Training$ 35,000$ 10,000$ 15,000Equipment$
5,000$ 2,000$ 2,000Supplies$ 15,000$ 15,300$
15,606Contractual$ 8,000$ 8,160$ 8,323Allocated Rent$
23,418$ 23,769$ 24,126Depreciation$ 26,277$ 35,036$
35,036Insurance$ 4,004$ 4,204$ 4,414Overhead
Allocation$ 9,167$ 9,442$ 9,725Uncollectible Income$
21,281$ 39,865$ 55,177Marketing$ 45,000$ 15,000$
15,000Indirect Charges$ 54,764$ 56,955$ 59,233Capital
Costs$175,181$3,500$3,500Net Opereating
59. Expenses$1,747,030.30$1,590,210.98$1,662,572.56Excess of
Revenue Over
Expenses$383,962.70$647,331.67$686,849.40Cummulative
Income$383,962.70$1,031,294.37$1,718,143.77Net Cash From
Excess
Revenue$410,239.70$1,066,330.37$1,753,179.77Cummulative
Income/Net Cash$410,239.70$1,476,570.07$3,229,749.84
capital costs
Patient Visits
Projected Annual Patient Visits
Implementation Plan
Staffing Costs
Non-Staffing Costs
Three Year Staffing and Non-Staffing Costs
Activity(s)Responsible Person (s)ResourcesDurationDuration in
MonthsJFMAMJJASONDJMADesigning of Detailed Strategic
Plan & Business Plan, PowerPoint Business Case Presentation,
& Risk Management ReportHealthcare ConsultantDr. Novak
CDC-Steering Committee Presentation, Relevant Peer-Reviewed
Journals, Interview with Dr. Novak, & Excperts from CNHA30
DaysSubmission of the Detailed Strategic Plan & Business Plan
to the Western Hospital Board of Directors and Chief Executive
Officer for ApprovalDr. NovakDetailed Strategic Plan &
Business Plan3 WeeksBusiness case Presentation to the Western
Hospital Board of Directors and Chief executive OfficerDr.
NovakBusiness case Presentation1 dayUpon Approval by the
BOD & CEO, design the Center for Diabetes Care ProposalDr.
Novak & Healthcare ConsultantDetailed Strategic Plan &
Business Plan &2 WeeksSubmission/Application of the Center
for Diabetes Care Proposal to PPACADr. NovakTthe Center for
Diabetes Care Proposal1 DayDesigning of the Center for
Diabetes Care Organizational Policies & ProceduresDr. Novak
& Western Hospital HRMWestern Hospital Recruitment Policies
& Procedures30 daysRenovation of the Westen Hospital Urgent
Care Centre to Accommodate the Center for Diabetes CareDr.
Novak & Construction ContractorConstruction Equipment &
60. Contracted Competent Supplier90 daysAdvertisement &
Staffing of the Center for Diabetes CareDr. Novak & Western
Hospital HRMRecruitment Policies & Procedures30
daysProcurement & Transportation of Equipments , Furniture, &
FittingsDr. Novak, Contract Specialists & SupplierContracted
Competent Supplier30 daysProcurement & Transportation of
SuppliesDr. Novak, Contract Specialists & SupplierContracted
Competent Supplier30 DaysInstillation & Testing of
Equipments, Furniture, & Fittings, plus suppliesDr. Novak,
Contract Specialists & SupplierInstillation Manuals60
DaysIntensive Training of the Recruited StaffDr. Novak,
Western Hospital HRM, & Healthcare ConsultantTraining
Manual on Center of Diabetes Care Goals & Objectives30
DaysMarketing of the Center of Diabetes CareMarketing
TeamMarketing Startegy of the Center of Diabetes Care30
DaysInsuring the Center for Diabetes CareDr. Novak, Contract
Specialists & Insurance CompanyInsurance Policy2
weeksDesigning of the Center for Diabetes Care Community
Education ProgramsDr. Novak, Contract Specialists & Nurse
ParactitionerDiabetes Management Best Practices60
daysIntensive Training of the Community Health WorkersDr.
Novak, Contract Specialists & Nurse ParactitionerCommunity
Education Programs Manuals60 daysMonitoring & Follow-up of
ActivitiesCenter for Diabetes Care TeamMonitoring
ReportsContiniousLaunching & Operationalizing of the Center
for Diabetes CareDr. Novak, Western Hospital CEO, PPACA
Representatives, & State SenatorLuncheon Session2 Days
_1603884593.xls
Chart1Year 1Year 2Year 3
Cumulative Net-Income (US$)
Three Year Cumulative Net-Income [Profit]
410239.7
1476570.07
3229749.84
Sheet1Adapted
fromhttp://www.chcf.org/~/media/MEDIA%20LIBRARY%20Fil
61. es/PDF/O/PDF%20OpenDoorFinancialAnalysis.pdfPatient-
Generated Revenue by PayerFiscal year from April 1 to March
31Year 1number of visitsaverage charge per visittotal
chargesaverage adjustment per visitamount billedcollection
rateincomeMedicaid1,250$133.04$166,300-67.61$
250,81298%$245,796Medicare2,000$132.70$265,396-10.48$
286,35695%$272,038Private
Insurance100$137.08$13,708$72.44$ 6,46480%$5,172Year 3
assumes CHW are at their capactiy of 7200 patient visits, or 4
CHW FTEs see 10 patients per day 4 days per week, 45 weeks a
yearSelf Pay (sliding fee)50$111.68$5,584$89.89$
1,09040%$4363,400$ 544,722$523,441Year 2number of
visitsaverage charge per visittotal chargesaverage adjustment
per visitamount billedcollection
rateincomeMedicaid1,750$133.04$232,820-67.61$
351,13798%$344,115Medicare3,500$132.70$464,442-10.48$
501,12295%$476,066$171.04133.04133.04Private
Insurance400$137.08$54,834$72.44$
25,85880%$20,686$170.60132.6977549111Self Pay (sliding
fee)200$111.68$22,336$89.89$
4,35840%$1,743$176.24137.08471468665,850$
882,476$842,610$143.58111.6807951356Year 3number of
visitsaverage charge per visittotal chargesaverage adjustment
per visitamount billedcollection
rateincomeMedicaid2,000$135.70$271,402-67.61$
406,62298%$398,489Medicare3,800$135.35$514,336-10.48$
554,16095%$526,452Private
Insurance900$139.83$125,844$72.44$ 60,64880%$48,518Self
Pay (sliding fee)500$113.91$56,957$89.89$
12,01240%$4,8057,200$ 1,033,442$978,265Grant Funding by
SourceYear 1Year 2Year 3PPHF
Grant$100,000$100,000$100,000Foundation Grants$75,000$
50,000Total$175,000$150,000$100,000Non-Staffing CostsYear
1Year 2Year 3Fringe Benefits$ 59,609$ 60,802$
62,018Travel$ 5,000$ 5,000$ 10,000Training$ 35,000$
10,000$ 15,000Equipment$ 5,000$ 2,000$ 2,000Supplies$
62. 15,000$ 15,300$ 15,606Contractual$ 8,000$ 8,160$
8,323Allocated Rent$ 23,418$ 23,769$ 24,126Depreciation$
26,277$ 35,036$ 35,036Insurance$ 4,004$ 4,204$
4,414Overhead Allocation$ 9,167$ 9,442$
9,725Uncollectible Income$ - 0$ - 0$ - 0Marketing$
45,000$ 15,000$ 15,000Indirect Charges$ 54,764$ 56,955$
59,233Total Non-Staffing Costs$ 290,240$ 245,668$
260,481Staffing costsAnnual SalaryFTEYear 1Year 2Year
3Endocronologist0.93$ 158,000$ 165,900$ 174,195Contract
Specialists0.3$ 75,000$ 78,750$ 82,688Nurse
Practitioner0.95$ 84,094$ 86,617$ 89,215Community
Health Workers4$ 244,000$ 251,320$
258,860Reception/office management1$ 35,000$ 35,700$
36,414$ 596,094$ 618,287$ 641,371Capital CostsYear
1Year 2Year 3Server$15,000Remodel of office
space$98,550Security
System$2,654Furniture$12,28110001000Practice Management
System$5,00025002500Computers &
Cabling$41,696$175,181$3,500$3,500
patient-generated revenueProjected Patient-Generated Revenue
by PayerFiscal year from April 1 to March 31Year 1number of
visitsaverage charge per visittotal chargesaverage adjustment
per visitamount billedcollection
rateincomeMedicaid1,250$0.00$0-67.61$
84,51398%$82,822Medicare2,000$0.00$0-10.48$
20,96095%$19,912Private Insurance100$0.00$0$72.44$
(7,244)80%($5,795)Self Pay (sliding fee)50$0.00$0$89.89$
(4,495)40%($1,798)3,400$ 93,734$95,141Year 2number of
visitsaverage charge per visittotal chargesaverage adjustment
per visitamount billedcollection
rateincomeMedicaid1,750$0.00$0-67.61$
118,31898%$115,951Medicare3,500$0.00$0-10.48$
36,68095%$34,846Private Insurance400$0.00$0$72.44$
(28,976)80%($23,181)Self Pay (sliding fee)200$0.00$0$89.89$
(17,978)40%($7,191)5,850$ 108,044$120,425Year 3number of
visitsaverage charge per visittotal chargesaverage adjustment
63. per visitamount billedcollection
rateincomeMedicaid2,000$0.00$0-67.61$
135,22098%$132,516Medicare3,800$0.00$0-10.48$
39,82495%$37,833Private Insurance900$0.00$0$72.44$
(65,196)80%($52,157)Self Pay (sliding fee)500$0.00$0$89.89$
(44,945)40%($17,978)7,200$ 64,903$100,214Adapted from:
Chelius, L., Hook, J., & Rodriguez, M. (2010). Financial
analysis of Open Door Community Health Centers’ telehealth
experience. Retrieved from
http://www.chcf.org/~/media/MEDIA%20LIBRARY%20Files/P
DF/PDF%20O/PDF%20OpenDoorFinancialAnalysis.pdf
Adapted from: Chelius, L., Hook, J., & Rodriguez, M. (2010).
Financial analysis of Open Door Community Health Centers’
telehealth experience. Retrieved from
http://www.chcf.org/~/media/MEDIA%20LIBRARY%20Files/P
DF/PDF%20O/PDF%20OpenDoorFinancialAnalysis.pdf
grant fundingProjected Grant Funding by SourceYear 1Year
2Year 3PPHF Grant$100,000$100,000$100,000Foundation
Grants$75,000$
50,000Total$175,000$150,000$100,000$425,000Adapted from
Chelius, L., Hook, J., & Rodriguez, M. (2010). Financial
analysis of Open Door Community Health Centers’ telehealth
experience. Retrieved
from http://www.chcf.org/~/media/MEDIA%20LIBRARY%20Fi
les/PDF/O/PDF%20OpenDoorFinancialAnalysis.pdf
Adapted from Chelius, L., Hook, J., & Rodriguez, M. (2010).
Financial analysis of Open Door Community Health Centers’
telehealth experience. Retrieved
from http://www.chcf.org/~/media/MEDIA%20LIBRARY%20Fi
les/PDF/O/PDF%20OpenDoorFinancialAnalysis.pdf
non-staffing costsProjected Non-Staffing CostsYear 1Year
2Year 3Fringe Benefits$ 59,609$ 60,802$ 62,018Travel$
5,000$ 5,000$ 10,000Training$ 35,000$ 10,000$
15,000Equipment$ 5,000$ 2,000$ 2,000Supplies$ 15,000$
15,300$ 15,606Contractual$ 8,000$ 8,160$ 8,323Allocated
Rent$ 23,418$ 23,769$ 24,126Depreciation$ 26,277$
64. 35,036$ 35,036Insurance$ 4,004$ 4,204$ 4,414Overhead
Allocation$ 9,167$ 9,442$ 9,725Uncollectible Income$
21,281$ 39,865$ 55,177Marketing$ 45,000$ 15,000$
15,000Indirect Charges$ 54,764$ 56,955$ 59,233Total$
311,520$ 285,533$ 315,659Adapted from Chelius, L., Hook,
J., & Rodriguez, M. (2010). Financial analysis of Open Door
Community Health Centers’ telehealth experience. Retrieved
from http://www.chcf.org/~/media/MEDIA%20LIBRARY%20Fi
les/PDF/O/PDF%20OpenDoorFinancialAnalysis.pdf
Adapted from Chelius, L., Hook, J., & Rodriguez, M. (2010).
Financial analysis of Open Door Community Health Centers’
telehealth experience. Retrieved
from http://www.chcf.org/~/media/MEDIA%20LIBRARY%20Fi
les/PDF/O/PDF%20OpenDoorFinancialAnalysis.pdf
staffing costsProjected Staffing CostsAnnual SalaryFTEYear
1Year 2Year 3Endocronologist0.93$ 158,000$ 165,900$
174,195Contract Specialists0.30$ 75,000$ 78,750$
82,688Nurse Practitioner0.95$ 84,094$ 86,617$
89,215Community Health Workers4.00$ 244,000$ 251,320$
258,860Reception/Office Management1.00$ 35,000$ 35,700$
36,414Total$ 596,094$ 618,287$ 641,371Adapted from:
Chelius, L., Hook, J., & Rodriguez, M. (2010). Financial
analysis of Open Door Community Health Centers’ telehealth
experience. Retrieved from
http://www.chcf.org/~/media/MEDIA%20LIBRARY%20Files/P
DF/PDF%20O/PDF%20OpenDoorFinancialAnalysis.pdfDesignat
ionFTEYear 1Year 2Year
3Endocronologist0.93146940154287162001.35Contract
Specialists0.30225002362524806.25Nurse
Practitioner0.9579889.382285.97984754.55837Community
Health Workers4.0097600010052801035438.4Reception/Office
Management1.00350003570036414Total1260329.31301177.979
1343414.55837
Adapted from: Chelius, L., Hook, J., & Rodriguez, M. (2010).
Financial analysis of Open Door Community Health Centers’
telehealth experience. Retrieved from
65. http://www.chcf.org/~/media/MEDIA%20LIBRARY%20Files/P
DF/PDF%20O/PDF%20OpenDoorFinancialAnalysis.pdf
capital costsProjected Capital CostsYear 1Year 2Year 3Server$
15,000Year 14882Remodel of Office Space$ 98,550Year
25126Security System$ 2,654Year 35386Furniture$ 12,281$
1,000$ 1,000Practice Management System$ 5,000$ 2,500$
2,500Computers & Cabling$ 41,696Total$ 175,181$ 3,500$
3,500Adapted from Chelius, L., Hook, J., & Rodriguez, M.
(2010). Financial analysis of Open Door Community Health
Centers’ telehealth experience. Retrieved
from http://www.chcf.org/~/media/MEDIA%20LIBRARY%20Fi
les/PDF/O/PDF%20OpenDoorFinancialAnalysis.pdf
ParticularsYear 1Year 2Year 3Patients Visits RevenuePatient
Visists488251265382Revenue Per Visit$450$450$450Staffing
CostsNon-Staffing CostsGross Patient Visits
Revenue$2,196,900$2,306,745$2,422,084.50Year
1$1,260,329.30$ 311,520Deduction from Patient
Revenue$65,907.00$69,202.35$72,662.54Year 2$1,301,177.98$
285,533Net Patient Visits
Revenue$2,130,993.00$2,237,542.65$2,349,421.97Year
3$1,343,414.56$ 315,659Operating ExpensesStaffing
Salaries$1,260,329.30$1,301,177.98$1,343,414.56Fringe
Benefits$ 59,609$ 60,802$ 62,018Travel$ 5,000$ 5,000$
10,000Training$ 35,000$ 10,000$ 15,000Equipment$
5,000$ 2,000$ 2,000Supplies$ 15,000$ 15,300$
15,606Contractual$ 8,000$ 8,160$ 8,323Allocated Rent$
23,418$ 23,769$ 24,126Depreciation$ 26,277$ 35,036$
35,036Insurance$ 4,004$ 4,204$ 4,414Overhead
Allocation$ 9,167$ 9,442$ 9,725Uncollectible Income$
21,281$ 39,865$ 55,177Marketing$ 45,000$ 15,000$
15,000Indirect Charges$ 54,764$ 56,955$ 59,233Year
1$410,239.70Capital Costs$175,181$3,500$3,500Year
2$1,476,570.07Net Opereating
Expenses$1,747,030.30$1,590,210.98$1,662,572.56Year
3$3,229,749.84Excess of Revenue Over
Expenses$383,962.70$647,331.67$686,849.40Cummulative
66. Income$383,962.70$1,031,294.37$1,718,143.77Net Cash From
Excess
Revenue$410,239.70$1,066,330.37$1,753,179.77Cummulative
Income/Net Cash$410,239.70$1,476,570.07$3,229,749.84
capital costs
Patient Visits
Projected Annual Patient Visits
Implementation Plan
Staffing Costs
Non-Staffing Costs
Three Year Staffing and Non-Staffing Costs
Cumulative Net-Income (US$)
Three Year Cumulative Net-Income [Profit]
Activity(s)Responsible Person (s)ResourcesDurationDuration in
MonthsJFMAMJJASONDJMADesigning of Detailed Strategic
Plan & Business Plan, PowerPoint Business Case Presentation,
& Risk Management ReportHealthcare ConsultantDr. Novak
CDC-Steering Committee Presentation, Relevant Peer-Reviewed
Journals, Interview with Dr. Novak, & Excperts from CNHA30
DaysSubmission of the Detailed Strategic Plan & Business Plan
to the Western Hospital Board of Directors and Chief Executive
Officer for ApprovalDr. NovakDetailed Strategic Plan &
Business Plan3 WeeksBusiness case Presentation to the Western
Hospital Board of Directors and Chief executive OfficerDr.
NovakBusiness case Presentation1 dayUpon Approval by the
BOD & CEO, design the Center for Diabetes Care ProposalDr.
Novak & Healthcare ConsultantDetailed Strategic Plan &
Business Plan &2 WeeksSubmission/Application of the Center
for Diabetes Care Proposal to PPACADr. NovakTthe Center for
Diabetes Care Proposal1 DayDesigning of the Center for
Diabetes Care Organizational Policies & ProceduresDr. Novak
& Western Hospital HRMWestern Hospital Recruitment Policies
& Procedures30 daysRenovation of the Westen Hospital Urgent
Care Centre to Accommodate the Center for Diabetes CareDr.
Novak & Construction ContractorConstruction Equipment &
67. Contracted Competent Supplier90 daysAdvertisement &
Staffing of the Center for Diabetes CareDr. Novak & Western
Hospital HRMRecruitment Policies & Procedures30
daysProcurement & Transportation of Equipments , Furniture, &
FittingsDr. Novak, Contract Specialists & SupplierContracted
Competent Supplier30 daysProcurement & Transportation of
SuppliesDr. Novak, Contract Specialists & SupplierContracted
Competent Supplier30 DaysInstillation & Testing of
Equipments, Furniture, & Fittings, plus suppliesDr. Novak,
Contract Specialists & SupplierInstillation Manuals60
DaysIntensive Training of the Recruited StaffDr. Novak,
Western Hospital HRM, & Healthcare ConsultantTraining
Manual on Center of Diabetes Care Goals & Objectives30
DaysMarketing of the Center of Diabetes CareMarketing
TeamMarketing Startegy of the Center of Diabetes Care30
DaysInsuring the Center for Diabetes CareDr. Novak, Contract
Specialists & Insurance CompanyInsurance Policy2
weeksDesigning of the Center for Diabetes Care Community
Education ProgramsDr. Novak, Contract Specialists & Nurse
ParactitionerDiabetes Management Best Practices60
daysIntensive Training of the Community Health WorkersDr.
Novak, Contract Specialists & Nurse ParactitionerCommunity
Education Programs Manuals60 daysMonitoring & Follow-up of
ActivitiesCenter for Diabetes Care TeamMonitoring
ReportsContiniousLaunching & Operationalizing of the Center
for Diabetes CareDr. Novak, Western Hospital CEO, PPACA
Representatives, & State SenatorLuncheon Session2 Days
_1603882674.xls
Chart1Year 1Year 2Year 3
Patient Visits
Projected Annual Patient Visits
4882
5126
5386
Sheet1Adapted
fromhttp://www.chcf.org/~/media/MEDIA%20LIBRARY%20Fil
68. es/PDF/O/PDF%20OpenDoorFinancialAnalysis.pdfPatient-
Generated Revenue by PayerFiscal year from April 1 to March
31Year 1number of visitsaverage charge per visittotal
chargesaverage adjustment per visitamount billedcollection
rateincomeMedicaid1,250$133.04$166,300-67.61$
250,81298%$245,796Medicare2,000$132.70$265,396-10.48$
286,35695%$272,038Private
Insurance100$137.08$13,708$72.44$ 6,46480%$5,172Year 3
assumes CHW are at their capactiy of 7200 patient visits, or 4
CHW FTEs see 10 patients per day 4 days per week, 45 weeks a
yearSelf Pay (sliding fee)50$111.68$5,584$89.89$
1,09040%$4363,400$ 544,722$523,441Year 2number of
visitsaverage charge per visittotal chargesaverage adjustment
per visitamount billedcollection
rateincomeMedicaid1,750$133.04$232,820-67.61$
351,13798%$344,115Medicare3,500$132.70$464,442-10.48$
501,12295%$476,066$171.04133.04133.04Private
Insurance400$137.08$54,834$72.44$
25,85880%$20,686$170.60132.6977549111Self Pay (sliding
fee)200$111.68$22,336$89.89$
4,35840%$1,743$176.24137.08471468665,850$
882,476$842,610$143.58111.6807951356Year 3number of
visitsaverage charge per visittotal chargesaverage adjustment
per visitamount billedcollection
rateincomeMedicaid2,000$135.70$271,402-67.61$
406,62298%$398,489Medicare3,800$135.35$514,336-10.48$
554,16095%$526,452Private
Insurance900$139.83$125,844$72.44$ 60,64880%$48,518Self
Pay (sliding fee)500$113.91$56,957$89.89$
12,01240%$4,8057,200$ 1,033,442$978,265Grant Funding by
SourceYear 1Year 2Year 3PPHF
Grant$100,000$100,000$100,000Foundation Grants$75,000$
50,000Total$175,000$150,000$100,000Non-Staffing CostsYear
1Year 2Year 3Fringe Benefits$ 59,609$ 60,802$
62,018Travel$ 5,000$ 5,000$ 10,000Training$ 35,000$
10,000$ 15,000Equipment$ 5,000$ 2,000$ 2,000Supplies$
69. 15,000$ 15,300$ 15,606Contractual$ 8,000$ 8,160$
8,323Allocated Rent$ 23,418$ 23,769$ 24,126Depreciation$
26,277$ 35,036$ 35,036Insurance$ 4,004$ 4,204$
4,414Overhead Allocation$ 9,167$ 9,442$
9,725Uncollectible Income$ - 0$ - 0$ - 0Marketing$
45,000$ 15,000$ 15,000Indirect Charges$ 54,764$ 56,955$
59,233Total Non-Staffing Costs$ 290,240$ 245,668$
260,481Staffing costsAnnual SalaryFTEYear 1Year 2Year
3Endocronologist0.93$ 158,000$ 165,900$ 174,195Contract
Specialists0.3$ 75,000$ 78,750$ 82,688Nurse
Practitioner0.95$ 84,094$ 86,617$ 89,215Community
Health Workers4$ 244,000$ 251,320$
258,860Reception/office management1$ 35,000$ 35,700$
36,414$ 596,094$ 618,287$ 641,371Capital CostsYear
1Year 2Year 3Server$15,000Remodel of office
space$98,550Security
System$2,654Furniture$12,28110001000Practice Management
System$5,00025002500Computers &
Cabling$41,696$175,181$3,500$3,500
patient-generated revenueProjected Patient-Generated Revenue
by PayerFiscal year from April 1 to March 31Year 1number of
visitsaverage charge per visittotal chargesaverage adjustment
per visitamount billedcollection
rateincomeMedicaid1,250$0.00$0-67.61$
84,51398%$82,822Medicare2,000$0.00$0-10.48$
20,96095%$19,912Private Insurance100$0.00$0$72.44$
(7,244)80%($5,795)Self Pay (sliding fee)50$0.00$0$89.89$
(4,495)40%($1,798)3,400$ 93,734$95,141Year 2number of
visitsaverage charge per visittotal chargesaverage adjustment
per visitamount billedcollection
rateincomeMedicaid1,750$0.00$0-67.61$
118,31898%$115,951Medicare3,500$0.00$0-10.48$
36,68095%$34,846Private Insurance400$0.00$0$72.44$
(28,976)80%($23,181)Self Pay (sliding fee)200$0.00$0$89.89$
(17,978)40%($7,191)5,850$ 108,044$120,425Year 3number of
visitsaverage charge per visittotal chargesaverage adjustment
70. per visitamount billedcollection
rateincomeMedicaid2,000$0.00$0-67.61$
135,22098%$132,516Medicare3,800$0.00$0-10.48$
39,82495%$37,833Private Insurance900$0.00$0$72.44$
(65,196)80%($52,157)Self Pay (sliding fee)500$0.00$0$89.89$
(44,945)40%($17,978)7,200$ 64,903$100,214Adapted from:
Chelius, L., Hook, J., & Rodriguez, M. (2010). Financial
analysis of Open Door Community Health Centers’ telehealth
experience. Retrieved from
http://www.chcf.org/~/media/MEDIA%20LIBRARY%20Files/P
DF/PDF%20O/PDF%20OpenDoorFinancialAnalysis.pdf
Adapted from: Chelius, L., Hook, J., & Rodriguez, M. (2010).
Financial analysis of Open Door Community Health Centers’
telehealth experience. Retrieved from
http://www.chcf.org/~/media/MEDIA%20LIBRARY%20Files/P
DF/PDF%20O/PDF%20OpenDoorFinancialAnalysis.pdf
grant fundingProjected Grant Funding by SourceYear 1Year
2Year 3PPHF Grant$100,000$100,000$100,000Foundation
Grants$75,000$
50,000Total$175,000$150,000$100,000$425,000Adapted from
Chelius, L., Hook, J., & Rodriguez, M. (2010). Financial
analysis of Open Door Community Health Centers’ telehealth
experience. Retrieved
from http://www.chcf.org/~/media/MEDIA%20LIBRARY%20Fi
les/PDF/O/PDF%20OpenDoorFinancialAnalysis.pdf
Adapted from Chelius, L., Hook, J., & Rodriguez, M. (2010).
Financial analysis of Open Door Community Health Centers’
telehealth experience. Retrieved
from http://www.chcf.org/~/media/MEDIA%20LIBRARY%20Fi
les/PDF/O/PDF%20OpenDoorFinancialAnalysis.pdf
non-staffing costsProjected Non-Staffing CostsYear 1Year
2Year 3Fringe Benefits$ 59,609$ 60,802$ 62,018Travel$
5,000$ 5,000$ 10,000Training$ 35,000$ 10,000$
15,000Equipment$ 5,000$ 2,000$ 2,000Supplies$ 15,000$
15,300$ 15,606Contractual$ 8,000$ 8,160$ 8,323Allocated
Rent$ 23,418$ 23,769$ 24,126Depreciation$ 26,277$
71. 35,036$ 35,036Insurance$ 4,004$ 4,204$ 4,414Overhead
Allocation$ 9,167$ 9,442$ 9,725Uncollectible Income$
21,281$ 39,865$ 55,177Marketing$ 45,000$ 15,000$
15,000Indirect Charges$ 54,764$ 56,955$ 59,233Total$
311,520$ 285,533$ 315,659Adapted from Chelius, L., Hook,
J., & Rodriguez, M. (2010). Financial analysis of Open Door
Community Health Centers’ telehealth experience. Retrieved
from http://www.chcf.org/~/media/MEDIA%20LIBRARY%20Fi
les/PDF/O/PDF%20OpenDoorFinancialAnalysis.pdf
Adapted from Chelius, L., Hook, J., & Rodriguez, M. (2010).
Financial analysis of Open Door Community Health Centers’
telehealth experience. Retrieved
from http://www.chcf.org/~/media/MEDIA%20LIBRARY%20Fi
les/PDF/O/PDF%20OpenDoorFinancialAnalysis.pdf
staffing costsProjected Staffing CostsAnnual SalaryFTEYear
1Year 2Year 3Endocronologist0.93$ 158,000$ 165,900$
174,195Contract Specialists0.30$ 75,000$ 78,750$
82,688Nurse Practitioner0.95$ 84,094$ 86,617$
89,215Community Health Workers4.00$ 244,000$ 251,320$
258,860Reception/Office Management1.00$ 35,000$ 35,700$
36,414Total$ 596,094$ 618,287$ 641,371Adapted from:
Chelius, L., Hook, J., & Rodriguez, M. (2010). Financial
analysis of Open Door Community Health Centers’ telehealth
experience. Retrieved from
http://www.chcf.org/~/media/MEDIA%20LIBRARY%20Files/P
DF/PDF%20O/PDF%20OpenDoorFinancialAnalysis.pdfDesignat
ionFTEYear 1Year 2Year
3Endocronologist0.93146940154287162001.35Contract
Specialists0.30225002362524806.25Nurse
Practitioner0.9579889.382285.97984754.55837Community
Health Workers4.0097600010052801035438.4Reception/Office
Management1.00350003570036414Total1260329.31301177.979
1343414.55837
Adapted from: Chelius, L., Hook, J., & Rodriguez, M. (2010).
Financial analysis of Open Door Community Health Centers’
telehealth experience. Retrieved from